Various Methods, Techniques, and Processes Involved in Performance and Job Analysis, Essay Example

Abstract

The paper discusses the relevance and importance of job analysis. The major aspects of job analysis and description, including essential functions, compensation, and training are described. The work shows possible drawbacks and problems in the current system of job analysis and confirms the growing importance of job description as a sophisticated tool for finding the most prospective employees.

Introduction

Throughout the history of Human Resources, professionals and scholars sought to create an effective system, which would successfully link human skills to job requirements. The concept of job analysis has come to signify the new, gradual transition of HR to the new level of professional performance. Currently, job description and job analysis are no longer used to simply screen employees. Rather, they represent a complex system of HR concepts and principles, designed to meet the most sophisticated needs of employers.

Job analysis is “information about a position to be filled that helps to identify the major job requirements and links them to skills, education, training, etc, needed to successfully perform the functions of that job” (DOI, 1998). The major purpose of job analysis is to identify and choose the candidate, who will be the best performer of particular jobs (DOI, 1998). Traditional job analysis usually comprises the two critical elements – the identification of major job requirements and identification of knowledge and skills, which potential employees need to perform job tasks and to meet critical job requirements (DOI, 1998). However, in the context of job analysis and job description it is more than important to understand what forms and types of job analysis will help employers maintain high quality of organizational performance and group cohesiveness across departments.

To begin with, these are the essential job function analyses that can lay the foundation for successful accomplishment of the major HR tasks. After the enactment of the Americans with Disabilities Act (1992), these essential functions became very helpful to employees in their striving to provide employees with various disabilities with reasonable workplace accommodations (Massad, 2005). I believe that essential job function analysis is also an effective tool of protecting employees from possible ADA charges, because the more specific employers are in their description of these functions, the more likely they are to find the right candidate and to make sure that this candidate is provided with the basic conditions necessary to cope with daily workplace tasks (Cohen, 1996). Another effective element of job analysis is compensation, which “is helpful in developing standardized compensation program with minimums and maximums for each position” (Massad, 2005). Actually, compensation is one of the most important criteria in any job description for both employers and potential hirees, because both have to realize the conditions / contexts of workplace environment. Moreover, compensation is important in a sense that it helps employers define and set the limits of financial and non-financial rewards for each position. Finally, employers can utilize the benefits of training and employee development analysis to make sure that employees recognize and are aware of promotion opportunities and incentives, which employers can offer (Massad, 2005).

Unfortunately, there is the growing controversy over whether job descriptions are effective, and to what extent they can give employers a chance to find the most prospective employee. For example, Adler (2007) writes that job descriptions do not leave any chance for the most promising candidates because they are boring and exclusive, because they do not give managers a stimulus for thinking, and because they usually take too much time to find. This, however, does not mean that job descriptions are unnecessary. On the contrary, these issues challenge employers and make them creative. In their search for talents, employers are expected to create job descriptions that are clear, concise, interesting, easy to read, and informative. In this way, employers will be able to create a realistic picture of workplace conditions and employment opportunities, and will be able to attract high performers, who will move organizations to achieving their strategic objectives.

Conclusion

Job analysis has already become the critical element of HR practices all over the world. Employers use job analysis to find the most prospective employees and to create a realistic picture of workplace environment and conditions for candidates. Although job descriptions are sometimes considered to be problematic and confusing, they are necessary to provide hirees with the detailed description of essential functions, compensation, training and education requirements/ opportunities. They are necessary to engage the best performers in the process of continuous organizational development.

References

Adler, L. (2007). Why you must eliminate job descriptions. The Adler Group. Retrieved November 1, 2009 from http://www.adlerconcepts.com/resources/column/taking_the_assignment/why_you_must_eliminate_job_des.php

Cohen, S. (1996). Job descriptions balance your needs with ADA requirements. AAFP. Retrieved November 1, 2009 from http://www.aafp.org/fpm/toolbox/old/11.html

DOI. (1998). Job analysis. U.S. Department of the Interior. Retrieved November 1, 2009 from http://www.doi.gov/hrm/pmanager/st12d.html

Massad, M. (2005). The many uses of a job description. Entrepreneur. Retrieved November 1, 2009 from http://www.entrepreneur.com/humanresources/hiring/article78506.html