Job analysis helps recruiters understand what type of employee will be suitable to deliver a specific job successfully. The job analysis can also be used to help establish effective hiring practices. Managers can use job analysis when evaluating the performance of employees by comparing the standard or desired output with delivered or actual output. On these bases, they appraise their performances. The process helps in deciding whom to promote and when. It also guides managers in understanding the skill gaps so that right person can be fit at that particular place in order to get desired output. In addition, a genuine and unbiased process of job analysis helps managers in determining the appropriate compensation package and benefits and allowances for a particular job. This is done on the basis of responsibilities and hazards involved in a job.
A job analysis is an in-depth description of a position in an organization. It includes an analysis of a prospective employee's working conditions, duties, scope of labor, and use of equipment, qualifications and interactions with coworkers (Morgeson, Spitzmuller, Garza & Campion, 2016). Without a job analysis for positions, your organization will lack clear insight on employee roles. A job analysis consists of a thorough analysis of the job duties and knowledge, skills, abilities, and personal characteristics (KSAPCs) required for success in a certain position (Morgeson, Spitzmuller, Garza & Campion, 2016). Some individuals believe that a job analysis can sometimes take a substantial amount of time and effort. The main purpose an organization will perform a job analysis is to ensure the selection procedures they use to choose between job applicants are valid and defensible. A valid selection procedure should measure only knowledge, skills, abilities, and personal characteristics that the job analysis has identified as being required to perform important and/or critical job duties. A valid selection procedure should only measure the qualifications that are really needed for the job.
Personality-based job analysis instruments “developed an instrument based on twelve personality dimensions: general leadership, interest in negotiation, achievement striving, friendly disposition, sensitivity to others, collaborative work tendency, general trustworthiness, adherence to work ethic, attention to details, desire to generate ideas, tendency to think things through, and emotional stability” (Tims, Derks, & Bakker, 2016).Personality based job analysis are used frequently throughout the hiring process. Especially in today’s world, where the number of job applicants far outweighs the number of openings, more and more business owners are turning to personality tests to see if potential and current employees are right for their company (Tims, Derks, & Bakker, 2016). Personality job analysis helps to narrow down the candidates. Team based job analysis pertains to task interdependence, goal interdependence, interdependent feedback and rewards, and communication and cooperation among groups (Tims, Derks, & Bakker, 2016). This technique helps point out whether the candidate is good working as part of a team. It can identify the person’s strengths and point out what the specific person can add to the team. “Trust in the Lord with all your heart, and do not lean on your own understanding. In all your ways acknowledge him, and he will make straight your paths” (Proverbs 3:5-6). We should put our trust in the Lord, ask and turn to him for guidance. He would lead us in the right direction. (Word Count 709).
References:
Morgeson, F. P., Spitzmuller, M., Garza, A. S., & Campion, M. A. (2016). Pay attention! The liabilities of respondent experience and carelessness when making job analysis judgments. Journal of Management, 42(7), 1904-1933. DOI: 10.1177/0149206314522298
Pynes, J. E. & Lombardi, D. N. (2011). Human Resources Management for Health Care Organizations: A strategic approach. San Francisco: Jossey-Bass Wiley.
Tims, M., Derks, D., & Bakker, A. B. (2016). Job crafting and its relationships with person–job fit and meaningfulness: A three-wave study. Journal of Vocational Behavior, 92, 44-53. https://doi.org/10.1016/j.jvb.2015.11.007
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