ISSUE OF JOB ANALYSIS PDF

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Table of Contents 1.0

INTRODUCTION...................................................................................................................2

2.0

ANALYSIS OF ISSUE.............................................................................................................4

2.1

Lack of Management Support............................................................................................4

2.2

Lack of Co-operation from Employees...............................................................................4

2.3

Inability to identify the need of Job Analysis.....................................................................5

2.4

Lack of Training/Motivation...............................................................................................5

2.5

Using Single Data Source....................................................................................................6

3.0

SOLUTION..............................................................................................................................7

3.1

Observation Method............................................................................................................7

3.2

Interview Method.................................................................................................................7

3.3

Questionnaire Method.........................................................................................................8

4.0

CONCLUSION........................................................................................................................9

5.0

REFERENCES......................................................................................................................10

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INTRODUCTION Job analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job analysis is also a process where judgements are made about data collected on a job. The purpose of job analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal. Organizational unit leaders are encouraged to consult with Human Resources for guidance at any step in the job analysis process. Job analysis can be used in training/"needs assessment" to identify or develop the training content and the assessment tests to measure effectiveness of training. Other than that, job analysis can be used to identify equipment to be used in delivering the training and identify the methods of training for example, small group, computer-based, video, classroom and more. Other than that, job analysis can be used in compensation to identify or determine the skill levels of the employee and identify the compensable job factors. Level of education is required in order to set the salary level of the employee. Job analysis also can be used in compensation to identify the work environment. For example, hazards, attention and physical effort. Next, job analysis can be used in selection procedures to identify or develop the job duties that should be included in advertisements of vacant positions. The appropriate salary level for the position is needed to help determine what salary should be offered to a candidate. The minimum requirements in education and/or experience for screening applicants are needed. They will be given a interview questions, selection tests or instruments for example, written tests, oral tests, job simulations. The applicant appraisal or evaluation forms are also in the selection 2

procedures in order to fulfil the job analysis. Moreover, the orientation materials for applicants or the new hires will be given to them. Job analysis also can be used in performance review to identify or develop goals and objectives of the organization, the performance standards and the evaluation criteria. The length of probationary periods are needed to show the performance review of the employee. The performance review in the job analysis are important to make sure the duties were being evaluated.

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ANALYSIS OF ISSUE Though job analysis plays a vital role in all other human related activities but every process that has human interventions also suffers from some limitations. The process of job analysis also has its own constraints. 2.1

Lack of Management Support The biggest problem arises when a job analyst does not get proper support

from the management. The top management needs to communicate it to the middle level managers and employees to enhance the output or productivity of the process. In case of improper communication, employees may take it in a wrong sense and start looking out for other available options. They may have a notion that this is being carried out to fire them or take any action against them. In order to avoid such circumstances, top management must effectively communicate the right message to their incumbents. In most cases the support from top management is missing. They refuse to appropriately describe what an employee is supposed to do in the company creating confusion in the minds of employees. The top management should make it clear to all employees that their full and honest participation is extremely important for the process. 2.2

Lack of Co-operation from Employees Other than that, lack of co-operation is one of the problems of the job analysis.

If it goes to collecting authentic and accurate job-data, it is almost impossible to get real and genuine data without the support of employees. If they are not ready to cooperate, it is a sheer wastage of time, money and human effort to conduct job analysis

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process. The need is to take the workers in confidence and communicating that it is being done to solve their problems only. 2.3

Inability to identify the need of Job Analysis Next, the problem of job analysis is inability to identify the need of job

analysis. If the objectives and needs of job analysis process are not properly identified, the whole exercise of investigation and carrying out research is futile. Managers must decide in advance why this process is being carried out, what its objectives are and what is to be done with the collected and recorded data. The reality is, jobs can change rapidly and organizations need maximum flexibility. The more jobs change, the less value there is to gathering data that will need to be collected again in the near future. The shelf-life of job analysis results is only as long as the duration of the current job configurations. Thus, traditional job analysis practices are found lacking in light of changes in the nature of work, such as decreased specialization and shifting or shared work assignments. 2.4

Lack of Training/Motivation Job analysis also faced an issue of lack of training or motivation to the

employee. This may effect the company’s reputation when the employee of the company lack of training and motivation. Job holders are a great source of information about the job, but they are not trained or motivated to generate quality data for job analysis. Further, job holders are rarely made aware of the importance of the data and are never rewarded for providing accurate data. If the importance of adequate employee training been ignored, it can severely impact business performance, team morale, financial turnover and your ability to attract and retain good employees. Training is vital to business success. Depending on 5

the business, the type of training opportunities available will vary, but there are many general benefits offered by all workplace education opportunities. 2.5

Using Single Data Source Moreover, the job analysis uses only a single data source. A job analyst needs

to consider more than one sources of data in order to collect true information. Collecting data from a single source may result in inaccuracy and it therefore, defeats the whole purpose of conducting the job analysis process. All too often, job analyst relies on only one of the methods when a combination of two or more methods might provide a better idea.

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3.0

SOLUTION 3.1

Observation Method A job analyst observes an employee and records all his performed and non-

performed task, fulfilled and un-fulfilled responsibilities and duties, methods, ways and skills used by him or her to perform various duties and his or her mental or emotional ability to handle challenges and risks. It is due to the fact that every person has his own way of observing things. Different people think different and interpret the findings in different ways. Therefore, the process may involve personal biasness or likes and dislikes and may not produce genuine results. This error can be avoided by proper training of job analyst or whoever will be conducting the job analysis process. This particular method includes three techniques. The first method includes direct observation and recording of behaviour of an employee in different situations. The second involves the study of time and motion and is specially used for assemblyline or factory workers. The third one is about identifying the work behaviours that result in performance. 3.2

Interview Method In this method, an employee is interviewed so that he or she comes up with

their own working styles, problems faced by them, use of particular skills and techniques while performing their job and insecurities and fears about their careers. This method helps interviewer know what exactly an employee thinks about his or her own job and responsibilities involved in it. It involves analysis of job by employee himself. In order to generate honest and true feedback or collect genuine data, questions asked during the interview should be carefully decided. And to avoid 7

errors, it is always good to interview more than one individual to get a pool of responses. Then it can be generalized and used for the whole group. 3.3

Questionnaire Method Another commonly used job analysis method is getting the questionnaires

filled from employees, their superiors and managers. However, this method also suffers from personal biasness. A great care should be takes while framing questions for different grades of employees. In order to get the true job-related info, management should effectively communicate it to the staff that data collected will be used for their own good. It is very important to ensure them that it won’t be used against them in anyway. If it is not done properly, it will be a sheer wastage of time, money and human resources.

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4.0

CONCLUSION No process can be entirely accurate and fully serves the purpose. Job analysis is no exception to it. The process involves a variety of methods, tools, plans and a lot of human effort. And where ‘people’ are involved, nothing can be 100 percent accurate. However, they may be appropriate considering various factors including organizational requirements, time, effort and financial resources. Since the entire job analysis processes, methods and tools are designed by humans only, they tend to have practical issues associated with them. Human brain suffers with some limitations, therefore, everything created, designed or developed by humans too have some or other constraints. Coming back to the subject, even the process of job analysis has lot of practical problems associated with it. Though the process can be effective, appropriate, practical, efficient and focused but it can be costly, time consuming and disruptive for employees at the same time. It is because there are some typical problems that are encountered by a job analyst while carrying out the process.

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5.0

REFERENCES 1) HR Guide to the Internet:Job Analysis: Overview - https://job-analysis.net/G000.htm 2) Advantages and Disadvantages of Job Analysis -

https://www.managementstudyguide.com/advantages-disadvantages-job-analysis.htm 3) Problems with Job Analysis - https://www.managementstudyguide.com/job-analysis-

problems.htm 4) Essay on Job Analysis | HRM - http://www.yourarticlelibrary.com/essay/human-

resource-management/essay-on-job-analysis-hrm/75235 5) The Consequences of a Lack of Training in the Workplace -

https://www.highspeedtraining.co.uk/hub/lack-of-training-in-the-workplace/ 6)

Job Analysis - https://hr.unl.edu/compensation/nuvalues/jobanalysis.shtml/

7) Job Analysis Methods - https://www.managementstudyguide.com/job-analysis-

methods.htm

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