How do we get the best person for the job and how do we keep that person? Those are the two major focuses for public HRM and it often depends on a thorough job analysis. Job analysis is defined as “the collection and collation of information regarding the tasks performed in various positions in an organization and assessments of the knowledge, skills, and abilities necessary to perform those tasks successfully” (Dresang & Huddleston, 2008, p. 182). The information generated from a job analysis can be connected to all four fundamental human resources management (HRM) functions; planning, acquisition, development, and sanction (PADS). Moreover, any program or activity related to organizational personnel must be based on this information in
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4). Job analysis is vital for training as they help managers determine which areas will require job training (Foster, 2010, p. 592). Organizations would be wasting scarce resources without a thorough training assessment. The goal of performance appraisals are improved communication, increased employee motivation, effective distribution of rewards, and sound research. Foster (2010) states job analysis is “critical for the proper development of performance appraisals” (p. 591). Information from job analysis allows employees to develop job-related performance appraisal systems. This method is often more accepted by the employee which in turn results in a more effective performance improvement tool and productive employee. If the appraisal is not job related or based on job analysis information, employees will see the method as unfair and ineffective. It is not possible to evaluate performance and distribute rewards without clarity on job related standards that are learned in the job analysis …show more content…
The establishment and maintenance of employment relationship, or rules of the game, can be linked to job analysis. I believe the job analysis information forms the foundation for the expectations and obligations between employee and employer. In addition, job analysis often reveals information related to safety concerns (p. 591).
In conclusion, it is clear to see how a strong job analysis is critical in the field of HRM as the fundamental functions all feels its effect. Personally, I can attest to their importance. I have had a job where I was unsure of my roles and responsibilities as well as failed to receive a performance appraisal during a three year period. I was undoubtedly dissatisfied and left as soon as an opportunity presented
4). Job analysis is vital for training as they help managers determine which areas will require job training (Foster, 2010, p. 592). Organizations would be wasting scarce resources without a thorough training assessment. The goal of performance appraisals are improved communication, increased employee motivation, effective distribution of rewards, and sound research. Foster (2010) states job analysis is “critical for the proper development of performance appraisals” (p. 591). Information from job analysis allows employees to develop job-related performance appraisal systems. This method is often more accepted by the employee which in turn results in a more effective performance improvement tool and productive employee. If the appraisal is not job related or based on job analysis information, employees will see the method as unfair and ineffective. It is not possible to evaluate performance and distribute rewards without clarity on job related standards that are learned in the job analysis …show more content…
The establishment and maintenance of employment relationship, or rules of the game, can be linked to job analysis. I believe the job analysis information forms the foundation for the expectations and obligations between employee and employer. In addition, job analysis often reveals information related to safety concerns (p. 591).
In conclusion, it is clear to see how a strong job analysis is critical in the field of HRM as the fundamental functions all feels its effect. Personally, I can attest to their importance. I have had a job where I was unsure of my roles and responsibilities as well as failed to receive a performance appraisal during a three year period. I was undoubtedly dissatisfied and left as soon as an opportunity presented