Job Analysis

 

Explain why you think this happens. 

Do you think disagreement between supervisors and incumbents represents a lack of reliability and/or validity? What implications does this have for doing a good job analysis?

Should job analysts collect their information from just one source or across all sources? Why? How can this issue be addressed?

Job analysis is activities done to gain relevant information about a certain job, categorize, and document it systematically. Human resource managers may gather information regarding certain job groups for purposes such as benchmarking. They also compare with other companies ahead of them to gain new tactics on how to recruit workers for better performance (Menglich, 2009). However, certain issues may arise if job analysis information is gathered from differing SME’s (subject matter experts). These include confusion on payment since each job has its own pay and available money for its employees. Well-developed companies pay higher amounts of money for similar jobs as those offered in low developed companies. Setting of wages therefore becomes an issue.

Many SME have different ways of doing their jobs and evaluating them, which can raise a problem if another company adopts the same method. Moreover, different organizations have different methods of recruitment, placement, organizing, selection, training, settlement of grievances and compensation programs.

Various disagreements between supervisors arise, as there may be changes in supervision processes adapted from other companies. The disagreements may imply that information from the company is not enough and thus cannot be relied on for proper supervision. The information may not be valid for certain job categories.

A good job analysis ensures that enough job information has been gathered with their descriptions. Job evaluation is the solution to address job analysis. Job evaluation ensures that enough information has been acquired to distinguish one job from another depending on the activities of the work (Kiefer et al., 2005). Recruitment and job selection require personal attributes of jobholder. Training on job requires trainee to have skills and knowledge about the job. The design of the job requires that the employee perception on extrinsic and intrinsic rewards.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Menglich, P.  (2009).Job analysis. Society for human resource management, 1-20.

Kiefer,K.,Harris-Kojetin,L.,Brannon,D.,Vasey,J.,Lepore,M.(2005).measuring long-term care work: A guide to selected instruments to examine direct care worker experiences and outcomes. Department of health and human services.

 

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