A Job Analysis Is The Procedure For Determining Duties

A Job Analysis Is The Procedure For Determining the Duties And Skill R

A job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. There are six steps to complete a successful job analysis: 1) Decide how you will use the information. 2) Review relevant background information such as organization charts, process charts, and job descriptions. 3) Select representative positions. 4) Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job. 5) Verify the job analysis information with the worker performing the job and his or her immediate supervisor. 6) Develop a job description and job specification.

Paper For Above instruction

When conducting a job analysis, especially within the context of a manufacturing environment such as a peanut packing plant, it is essential to methodically follow the six fundamental steps to ensure thoroughness and accuracy. This detailed process enables the HR manager to gather comprehensive information about the job roles, requirements, and the ideal candidate profile.

Step 1: Decide How You Will Use the Information

The initial step involves clarifying the purpose of the job analysis. For John, HR manager at a peanut packing plant with 150 assembly line workers performing the same job, the primary goal might be to update existing job descriptions, improve recruitment strategies, or identify training needs. Defining specific outcomes guides subsequent data collection and analysis processes. For example, if the objective is to improve selection criteria, the analysis might focus heavily on skills and physical capabilities required, whereas for training purposes, attention might be given to task complexity and safety procedures.

Step 2: Review Relevant Background Information

Next, John should gather existing documentation that provides context for the jobs. This includes reviewing organization charts that depict the hierarchy and reporting relationships, process charts illustrating the workflow sequences, and current job descriptions that outline responsibilities. For instance, examining the process chart of the peanut packing line can reveal critical tasks such as sorting, packaging, and quality inspection, while reviewing existing descriptions helps identify gaps or inconsistencies in current job expectations.

Step 3: Select Representative Positions

Even though all workers perform the same job, selecting representative positions is crucial to ensure the analysis captures typical duties and variations. John might select a cross-section of workers from different shifts, experience levels, or production zones if such variations exist. To site a specific example, choosing a worker from the morning shift with three months of experience, and another from the evening shift with six months, ensures the analysis accounts for potential differences in task execution or work conditions, providing a comprehensive overview of the typical job.

Step 4: Actually Analyze the Job

This step involves collecting detailed data on job activities, working conditions, and human traits necessary. Methods include direct observation, interviews, questionnaires, and work diaries. For example, John could observe workers performing their daily tasks, noting the physical movements, safety practices, and equipment used. He could conduct interviews to understand the skills required, such as manual dexterity and attention to detail, and assess working conditions like noise levels, temperature, and ergonomic factors. Recording data on the frequency and duration of tasks can reveal the critical components of the job, such as the repetitive motions in packing or safety precautions taken during machine operation.

Step 5: Verify the Job Analysis Information

Verification ensures accuracy and completeness. John should confirm his findings with the workers and their immediate supervisors. For example, he might hold a meeting with a worker to review the compiled data, asking if it accurately reflects their daily duties, or verify with supervisors whether steps in the process are correctly captured. This step not only validates the information but also engages employees in the process, potentially uncovering overlooked aspects such as safety hazards or implicit skills like teamwork and communication, which are vital for effective job design.

Step 6: Develop a Job Description and Job Specification

The final step involves synthesizing the gathered data into formal documents. The job description should clearly outline the duties, responsibilities, and working conditions, for example: "Operate machinery to pack peanuts, inspect for quality, and maintain safety standards." The job specification specifies the skills, knowledge, abilities, and traits needed, such as manual dexterity, attention to detail, physical stamina, and safety awareness. These documents serve as foundational tools for recruitment, training, performance appraisal, and compliance with labor standards.

By systematically applying these steps, John will build a comprehensive understanding of the assembly line worker’s job, facilitating better HR management and operational efficiency. Moreover, this process ensures consistency, fairness, and clarity in employment practices, which ultimately contribute to organizational success.

References

Armstrong, M. (2014). Handbook of human resource management practice. Kogan Page.

Cascio, W. F. (2018). Managing human resources. McGraw-Hill Education.

Dessler, G. (2020). Human resource management. Pearson.

Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 39(3), 635-672.

Johnson, D. E. (2019). Human resource management: A concise analysis. Sage Publications.

Krentz, A., & Ward, C. (2002). The impact of job analysis techniques on the recruitment process. International Journal of Human Resource Management, 13(5), 703-722.

Mathis, R. L., & Jackson, J. H. (2011). Human resource management. Cengage Learning.

Miner, J. B. (2015). Human resource management. Westview Press.

Ohly, S., & Schmitt, N. (2015). The impact of work design on employee well-being. Journal of Occupational and Organizational Psychology, 88(3), 520-538.

Snape, E., Redman, T., & Bamber, G. J. (2019). Managing employment relations. Routledge.