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Week2Homework.docxRunning head: JOB ANALYSIS 1
JOB ANALYSIS 2
JOB ANALYSIS 2
Week 2: Homework
Sean Hall
Prepared for Dr. Nicole Runyon
Park University
Date: 6/18/19
JOB ANALYSIS
2a. Select a method of job analysis and design a form for how the method yields WRCs.
To determine the job content, job context as well as job requirements, a keen observation of the operation is necessary so as to come up with the WRCs yielding from analyzing and designing the job.
The job content details the various activities executed by an individual in that specific assignment. This activity is executed by an individual in the capacity of this task hired. Through thus job content specification, the acceptable as well as desirable output level can be established. This description hence determines the training required for an employee to execute these tasks. The job context essentially details the working conditions (Marinova et al, 2015).
Through the observation a competent analyst will observe the employee in this section and have a detailed report of the tasks done optimally as well as those not done appropriately thus determine the optimality of the work done in this section as well as the method used to undertake these tasks, as well the competency of the task executer to execute these tasks efficiently. To avoid errors of differences in personal analysis and observation of the observe and eliminate detrimental biases, and come up with the most genuine results, the observation should be guided by a guideline clearly defining the observation points of the observer. The observation of a front office customer service representative should be intense on the definition of work behaviors that result in performance (Landau et al, 2017). Through this analysis then stipulates the following merits which define effectiveness of the employee:
· Information related to the job.
· Creation of job employee fit.
· Effective practices for the purpose of hiring are created.
· Set the guideline for appraising of employee as well as evaluating performance.
· Analyzes the development and training requirements.
· Sets the guideline for the compensation plan for this job within the job description specifications.
2b. Identify 3 sample WRCs for either front office customer service representative, front office supervisor, or housekeeper.
The front office customer service representative has the duties of;
· greeting and welcoming guests as well as answering their questions and complaints
· keeping the neatness and tidiness of the front desk at the best HRM practice levels as well as equipping it with the necessary materials for efficient operation.
· Receiving all incoming communications from the clients in call form or in form of documents, parcels, letters and dispatching the messages to the relevant recipients.
· Keeps the office records and updates them as well as office supplies and place orders.
· Takes other official duties allocated to them whenever necessary to suit work purposes.
Three sample WRCs which can be utilized to test the operation of the front office customer service representative are activity sample, test sample as well as the performance test sample.
The activity samples do the statistical determination of the quantity of time spent by the worker in doing a specified activity or activities under a particular category. Through the activity sample, responsibilities are quickly analyzed and the recognition of the enhancement opportunities defined through the study of the actual work flow (Morgeson et al, 2019).
The test sample utilizes sampling choose and sample techniques whereby a sample of the study units is analyzed and the extensive study on this chosen unit is used to come up with recommendations for the rest of the related units to enable optimal operation of the units to achieve the most efficient results of the operation of the front office customer service representative for this case.
The performance sample on the other side, determines the optimal operational through the study of how responsive the employees are at certain operational parameters. Thus, the quality attributes of the employee can be measured and hence adjusted to achieve higher operational efficiency.
References
Landau, K., & Rohmert, W. (Eds.). (2017). Recent developments in job analysis (Vol. 24). Taylor & Francis.
Marinova, S. V., Peng, C., Lorinkova, N., Van Dyne, L., & Chiaburu, D. (2015). Change-oriented behavior: A meta-analysis of individual and job design predictors. Journal of Vocational Behavior, 88, 104-120.
