Part 1
(a) Principles and purpose of job analysis Job analysis is a process that involve data gathering about a specifc job, it include a description o the tasks and activities related to the job, the skills required to perorm the work and the responsibilities which the job entails. The main main goal goal or purp purpos ose e o cond conduc ucti ting ng a job job analy analysi sis s is to come come up with with job job description and job specifcation which will help the decision maker to select the right person to ft in the right job. In addition, there are several other reasons or conducting a job analysis. ilbeam and !orbridge says that" #$ In addition to recruitment and selection, job analysis inormation is undamental to many other %& managem management ent activi activitie ties, s, includ including ing establ establish ishing ing the job requir requiremen ements ts or apprais appraising ing peror perormanc mance e needs' needs' making making rewar reward d compar compariso isons ns betwee between n jobs' jobs' consid considerin ering g the implic implicati ations ons o legisl legislati ations ons relati relating ng to health health and saety saety,, ( disciplinary matters or the negotiations o job changes$$. )ilbeam and !orbridge, *++, p.-+ There are fve steps and principles in conducting a job analysis, and they are as ollowing" . /elect /elect the job to be analy0ed analy0ed"" jobs vary in terms terms o the activiti activities, es, tasks tasks and responsibilities within their content, and because o that there must be a job analysis on regular basis. *. 1ath 1ather erin ing g ino inorrmati mation on abou aboutt the the job" job" coll collec ectt ino inorm rmat atio ion n abou aboutt the the activities and tasks o the selected job, the skills and abilities required to perorm the job and the responsibility associated with that job. 2. 3eri eriy y accu accura racy cy o inorm inormat atio ion" n" this this coul could d be done done by someon someone e who who is e4pe e4pert rt in area area o the the sele select cted ed job job to indi indica cate te how how accu accura rate tely ly the the inormation gathered represent the specifc job under review. review. 5. 6ocument 6ocument the job analys analysis" is" there there should be be attempt to to document document the job analysis inormation to use it in developing the job description and the job specifcation, and this documentation may be used in other %& decision as it help in comparing di7erent jobs. 8. 6eveloping 6eveloping job descrip description tion 9 job specifc specifcation" ation" the the fnal step step is to develop develop the the job job desc descrip ripti tion on and and the the job job sp spec ecif ifca cati tion on,, sp spec eci iyi ying ng the the duti duties es,, responsibilities, activities and tasks or that job, the qualifcation, skills and abilities required to perorm the job.
(b) Job analysis methods The most common methods o job analysis analysis is" . :bs :bserva ervati tio on meth method od"" a met method hod in whic which h a job job anal analy yst moni monito torr the the employee employee and record record the activities, activities, tasks, duties and the responsib responsibilities ilities,, the the skil skills ls and and ways ways us used ed to per peror orm m the the job, job, his his or her her ment mental al and and emotional ability in handling challenges and risks. *. Inte Interv rvie iew w meth method od"" a us useu eull and and ;e4i ;e4ibl ble e meth method od in whic which h the the emplo employe yee e asked to describe describe the activities, tasks and and the duties o his job, interviews could be structured, semi
2. =uestionnaire method" another common method o job analysis in which the employees and their mangers required to complete a questionnaire that is related to their job in order to get their eedback.
Comparison between the three job analysis methods Method • •
bservation
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!nterview
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"uestionnair e
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Advantages >asy and simple to use. 6irect and inormation at frst hand. Inormation verifed rom di7erent sources. ?seul or manual and psychomotor tasks. =ualitative data can be e4amined. ?seul or jobs with long cycles. Incumbent describes work. Ale4ible and can get the employee opinion.
&each more workers. 6ata is standardi0ed )structured. &elatively less e4pensive. >asy to analy0e and interpret.
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Disadvantages Time consuming. &equires observing skills. /mall sample si0e. @7ect the employee perormance. &eliability 9 validity problems o the inormation. >4perienced interviewer required. /ubjective data gathered and should be verifed. Incumbent may e4aggerate. 6iBcult to combine inormation rom separates interviews. &esponse rate may be low. !ould be diBcult to construct. /ome o the responses may be incomplete. /ome responses may be not accurate.
These methods above are some o the most commonly used methods o job analysis. %owever, there are other methods which are more speciali0ed i.e. task inventory, diary method, competency profling and etc.. It$s worth to note that there is a possibility to use more than one method, or e4ample using the interview and the questionnaire methods combined. @nd when choosing a method, %& managers must consider cost, time and human e7orts in conducting the process.
(c) #electing the method The method that I have choose is the interview, because it is good way to know the opinion o the employee and what he thinks about his job, maybe he has a better way to do the activities and the tasks o the job, that$s why I choose this method. Part 2
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(a) !dentify and state a job that you $now well The job that I am going to analy0e it is the %& @ssistant, I have been working in that position in the past ew months.
(b) %sing the method selected in part & (c)' create a plan to underta$e a job analysis of that job' and then underta$e a plan @s I said in part )c, I am going to use the interview method using semi structured questions between me and my line manager, in the analysis the below job details will be discussed" . *. 2. 5. 8. -.
Job title o the employee and hisCher line manager. The purpose o the job. The main duties o the job. The skills and knowledge required to perorm the job. The equipment and tools needed or the job. The e4ternal contacts involved.
(c) Present the ndings from your job analysis in a table "uestions
Answers
Dhat is your job titleE Dhat is the title o your line managerE Dhat is the purpose o your jobE
Dhat is your main dutiesE
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Dhat skills and knowledge needed to do your jobE
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Dhat is the equipment and the tools
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%& @ssistant. %& !oordinator. @ssists with the administration o the daynsure timely renewal o passports, work permits, visas, !&s o all e4pat employees. roblem
needed or your jobE 6o you have contacts with others e4ternallyE
>mail are the main tools and equipment that I use in my daily job. Hes, job posting sites, newspapers, recruitment agencies, universities hotels and etc..
(d) rite a short memo to a line manager which interprets your ndings and ma$es recommendations that meet organi*ational re+uirements M,M To
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6ina Fudara %& !oordinator
A&:F
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@bbas @li %& @ssistant
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Aindings and &ecommendations o the job analysis
6@T>
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*C+8C*+-
Dith the relation to my !I6 course which I am taking it right now, and regarding to #$the contribution in the process o job analysis$$, I am going to give my fndings and recommendation in that matter. @s discussed in the course, job analysis considered to be an important actor in determining the employee duties, responsibilities, skills and knowledge required to perorm a specifc role, alongside other actors as well. This could lay the oundation in the assessment and selection criteria. The job analysis which I have conducted was based on the purpose o the job, my job duties, the skills and knowledge required, the tools and equipment needed and contacts with others outside the company. The ollowing is my eedback and recommendations" •
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De need to be more specifed when it comes to the job duties and responsibilities and it should be distributed airly among the %& team. The job need to be updated and it would be benefcial to the company i we enrich or enlarge the job. Investing in the employees is vital when it comes to retaining them, sending them to training, courses and workshops to help them learn urther and grow in their career. >mployees satisaction, recognition and benefts should be monitored and evaluated on timely basis.
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That$s was my recommendations and eedback, i you have any concerns or questions please let me know. ind &egards, @bbas @li %& @ssistant
-ibliography. . ilbeam, /. and !orbrdge, F. )*++. People resourcing and talent planning: HRM in practice. 5th ed. %arlow" earson >ducation. *. Keatherbarrow, !. and Aletcher, J. )*+8. Introduction to Human Resources Management A Guide to HR in Practice. 2rd ed. Kondon" !harted Institute o ersonnel and 6evelopment. 2. 6wivedi, &./. )*++L. A textbook of human resource management [online]. @vailable at" https"CCbooks.google.com.bhCbooksE idM+2d!Fg=cbs!9pgM@89lpgM@89dqMveriyingNaccurac yNoNinormationNinNjobNanalysis9sourceMbl9otsMIoaKjw&5= O9sigMPwecmnws*2Ho*DT-Q%06qDR9hlMen9saMP9vedM+ ah?>wiHem>-QjF@h3Goh=%bht6%c=-@>IJj@!SvMonepage9 q9Malse )@ccessed" 5 Fay *+-.
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