Job analysis forms the foundation of almost all assessment and selection in the human resource management. The identification of the best candidate for a job is dependent on the analysis. It is critical to understanding the nature of a job and provides a way that can be used in developing this understanding through a thorough analysis of tasks performed in a job, the competencies needed and the connection between the task and the competencies required. In every organization setting, the organization structure, tasks, and job duties are subjected to change. Both existing and new jobs may undergo transformation suddenly due to re-organization (Paille et al., 2014). In such a case, it is imperative to analyze and provide a description of the new or revised job functions to ensure proper evaluation. In essence, job analysis involves the study and collection of information relevant to the operation and duties for a particular job. It is the establishment of all the requirements links to a job position in an organization.
Job analysis helps in the establishment and documentation of the essential competencies. These are measurable skills that prospective candidates must possess to be considered for a job position. From the general point of view, the identification of these competencies in the initial step in job analysis and the holder of the job and those that oversee work together to determine the competencies necessary. Competencies are arranged from the most important to the least important.
Job analysis also helps in the identification of job-relatedness and the fundamental competencies to perform a job. It needs to be conducted in a manner that sets the skills and competencies needed to be performed can be established then set the same expertise and competencies to be used as criteria in searching of a suitable candidate. The need for job-relatedness can be explaining by giving reference to the case of an internet company, Yahoo. Carol Bartz was named the CEO despite his lack of expertise in leading the Internet-based organization as such. After about two years, there were systematic failures and had to be removed (Aswathappa, 2013). The situation can be avoided through a comprehensive job analysis.
Job analysis in human resource management provides the legal defensibility in the assessment and selection criteria. Keeping in mind the set guidelines on selection procedures, standards, and Canadian laws, the organization can conduct the entire process without breach of law or regulations set. Information from the job analysis process can assist in a myriad of essential things in the employee life cycle such as job description, interview guides, and evaluation criteria (Dessler, Chhinzer & Cole, 2014). Job analysis bolter the legal defensibility of recruitment process which is created through the demonstration of job-relatedness of most critical tasks measured. Some of the assessments conducted include tasks and require prospective candidates to demonstrate their ability to perform the job duties effectively (Levine et al., 2013). The management applies job-oriented job analysis in developing this nature of assessment since they focus on assessing how perfect candidates can undertake critical responsibilities. Other assessments considered in the job analysis involve knowledge, skills, and abilities like mental and physical abilities in line with the set legal framework.
In a nutshell, job analysis is considered a foundation of human resource management hence the need to focus more. When done appropriately, essential competencies will be the establishment and documented, job-relatedness and the fundamental competencies to perform a job are highlighted while at the same time legal defensibility in the assessment and selection criteria highlighted.
References
Aswathappa, K. (2013). Human resource management: Text and cases. Tata McGraw-Hill Education.
Dessler, G., Chhinzer, N. & Cole, N. (2014). Human Resources Management in Canada, thirteenth Canadian edition. Pearson Education, ISBN 978-0-13-400544-7
Levine, E., Sistrunk, F., McNutt, K., & Gael, S. (2013). Exemplary Job Analysis Systems in Selected Organizations: A Description of Process and Outcomes. Journal of Business and Psychology, 3(1), 3-21. Retrieved from http://www.jstor.org/stable/25092164
Paille, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 451-466.
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