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JOB ANALYSIS.
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Examines methods for analyzing jobs, job specifications & requirements, job design, traditional & modern job descriptions.... More...
6 Pages / 1350 Words
5 sources, 8 Citations, APA Format
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Paper Abstract:
Examines methods for analyzing jobs, job specifications & requirements, job design, traditional & modern job descriptions.

Paper Introduction:
Introduction Jobs are the building blocks which build organizations. The interrelationships among jobs forms the complex structures of the largest organizations and even small companies depend on each individual performing his or her job appropriately in order to accomplish the company's goals and objectives. Despite the importance which jobs hold to the success of an organization, surprisingly little consideration goes into analyzing and evaluating jobs within many organizations. This research examines methods for performing job analysis, considers job specifications and requirements, identifies key approaches to job design, and looks at job descriptions from both traditional and modern perspectives.

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Compensation. Through these two categories, the job descriptionemphasizes what the employee does and also how those tasks are integratedinto the goals and objectives of the organization. References Baytos, K., & Kleiner, B. Job Design Job design integrates work content and the qualifications required tocomplete the job. ManagementToday, p. At the same time, many small jobs can be performed at the same time sothat the complete production can take place more quickly. The behavioral approach to job analysis focuses on the behaviors whichoccur with in each job. 41-49. Job Specifications Once the job analysis has been performed, the specifications for thejob can be outlined and the requirements determined. Dimensions refers to the size of the payroll, budget and number ofpeople supervised. 22-25. Inbroadbanding, the horizontal scope of a job is increased so that workersperform tasks previously assigned to those immediately preceding orfollowing them in a work simplification program. The ability approach examines the various abilities required tocomplete the job. These are theelements which cannot be assigned to other workers but must instead beperformed by the worker who holds this job title. 42). In the case of theengineer and the programmer, the statement "nonroutine informationexchange" could apply to both jobs. H. There are typically three different methods used in job analysis:task, behavioral and ability (Milkovich & Newman, 1996, p. 12. Nature and scope identifies how the position fits intothe organization and identifies support staff. Compensation andBenefits Review, pp. The drawbackwith this approach to job design is that it leads to worker frustration andboredom as well as increased accidents in some situations (Baytos &Kleiner, 1995, p. 22). Research-Technology Management, pp. End results which occurwhen the job is performed satisfactorily are also included in this part ofthe specification. Discussed in greater detail later in this research, jobdescriptions often serve as the foundation for evaluating employeeeffectiveness and determining which employees are eligible for pay raisesbased on job performance. The Position Analysis Questionnaire (PAQ) wasdeveloped for behavior based job analysis and uses generalized statementsin seven different areas to describe individual jobs. Jobs with equal content aretypically paid similar wages. In addition to the factors which are included in traditional jobdescriptions, managerial job descriptions often include three other areas:dimensions, nature/scope, and accountabilities ("Changing Face," 1998, p.12). Brignac, G. The changing face of the middle manager. Broadbanding. Thismeans that lower paid employees can be used, which saves the company wages. In both cases, both the purpose and the task are specificto the job and cannot be substituted. With this approach, the knowledgerequired to perform the job also increases, and pay scales also mustreflect the additional tasks now assigned to individual workers (Brown,1996, p. (1996,September-October). With the legal requirements imposed by the Americans withDisabilities Act, many companies have moved to a results-based approach tojob descriptions which does not necessarily specify the methodology forcompleting a particular task, but instead identify the results which are tobe obtained when the job is performed successfully (Baytos & Kleiner, 1995,p. If an individual canperform these essential elements, they are considered able to perform thejob. The way in which a company approaches job design is areflection of the corporate culture and the environment in which thebusiness operates, but it can also affect the way in which employees andmanagers perceive their roles within the organization. Traditional job descriptions use a task-based approach whichidentifies specific tasks and even specifies how they are to beaccomplished. Accountabilities detailsthe broad results which are expected to be accomplished by this manager.Traditionally, managerial job descriptions have been more results-orientedthan task oriented because of the nature of the managerial role withinorganizations, but companies are finding that taking a results-orientedapproach to greater numbers of jobs can lead to increased productivity andreduced turnover. Under FJA guidelines, two categoriesof data are used in job descriptions: actual work performed and workercharacteristics. (1996). Broadbanding has developed in response to work simplification. 78). Job specificationsidentify the job, define it, and describe it using standardized terminologyand formats (Baytos & Kleiner, 1995, p. Such rankings can beused to quantify the ability required to complete a specific task andtherefore accomplish a particular job. G., Barton, W., J., & Cox, X. B., Rhymes, W. Introduction Jobs are the building blocks which build organizations. Successful work process design begins by gathering theright data. New developments injob design. Conclusion Managing human resources is a challenge in today's dynamic businessenvironment, and new approaches to traditional tasks have been implementedto help human resource professionals. Job Analysis Job analysis can be conducted to ensure that employees in similar jobsreceive similar treatment within an organization, to evaluate pay systemswithin a company, or to clarify hiring and training standards (Brignac etal, 1996, p. B. This type of job designincreases the variety associated with a job and gives individuals thechance to see a job through to completion rather than completing only onesmall section of a much larger task. T., & Newman, J. When the job content is different, thosedifferences (influenced by market rates) can make up part of the reasonthat the jobs receive different pay. Task data must be developed for each job individually since thepurpose behind each task varies from job to job. This research examines methodsfor performing job analysis, considers job specifications and requirements,identifies key approaches to job design, and looks at job descriptions fromboth traditional and modern perspectives. Thus a programmer might"consult with engineers to determine program specifications" in a taskenvironment, but the engineer might "consult with programmers to developspecifications". Traditional job design has focused on work simplification. Internal consistency is important not only because itprovides the company with a defense in case of a lawsuit, but because itboosts morale when employees feel that they are being treated equitably andfairly by their employer. (1995, February). Brown, D. When job analysis is done because of compensation issues, it canestablish similarities and differences in the content of jobs and helpestablish an equitable pay structure. Chicago:Irwin. Theinterrelationships among jobs forms the complex structures of the largestorganizations and even small companies depend on each individual performinghis or her job appropriately in order to accomplish the company's goals andobjectives. With greater tools availableregarding motivation, managing diversity and compensation packages, humanresource professionals can sometimes lose sight of the importance ofindividual jobs and job design within the company. Task datafocuses on the fundamental units of work with an emphasis on the purpose ofeach task. Milkovich, G. The job identificationincludes information about the job such as its title, department in whichit is located, number of people in the organization who hold the job title,and whether the job is exempt from the Fair Labor Standards Act. The job description is the most detailed section of the jobspecification and lists job-based (content and work characteristics) aswell as employee-based (knowledge and experience) factors which are used onthe job. 12). (1996, November-December). The Americans with Disabilities Act requires that the essentialelements of a job be specified in the job description. Comprehensive jobanalysis incorporates all three approaches, but many companies rely on onlyone approach if they perform job analysis at all (Brignac et al, 1996, p.12). In thisapproach, large jobs (such as building a car) are broken down into smallerjobs which can be completed by a single person who requires far lesstraining and skills than if the entire task were to be completed. 23). When job analysis is performed for this reason,it provides a logical approach to the various jobs within the organizationand helps employees understand the decisions that the company makes. 12-14. Despite the importance which jobs hold to the success of anorganization, surprisingly little consideration goes into analyzing andevaluating jobs within many organizations. 23). Studies of job analysis have shown that the approach used can affectthe nature of the way the job is perceived within the organization and howindividuals are recruited and supervised for that job. Some ability approaches use scales and descriptions suchas "understands a lecture on space navigation" and "understands a hamburgercommercial" to rank the ability for particular tasks. The job definition states the purpose of the job, including why itexists and how it fits within the organization, and how the job contributesto the overall objectives of the organization. Job Descriptions The Department of Labor developed the Handbook for Analyzing Jobs morethan 2 years ago; the functional job analysis (FJA) developed in thathandbook is still in common use in the public sector, but has largelydisappeared from the private sector. Business Credit, pp. (1998, June). By understanding how toapproach job analysis and design, and by working to develop jobdescriptions which are integrated with the company's overall goals andobjectives, human resource professionals can help increase productivity andjob satisfaction while boosting corporate performance at the same time.Jobs are a critical success factor in most organizations and should not beoverlooked by the human resource professional. M.

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