Job Analysis, Descriptions and Specifications

In human resource management job analysis has become one of the key activities used before designing the job. It is used in deciding job specification, training, and development of employees as well as for evaluation. Job analysis involves job identification that is identifying the title of the job, the code number of the job, and the title f the holder. It also states the job location and specific operations of the job (Walker, G. and J. R. MacDonald, p. 374). It also states the types of tools and equipment that will be used by the job holder and how he will use them to perform the job. It states the required attributes of the job holder such as experience, training. Therefore it can be defined as a procedure by which pertinent information is collected about a job. It involves a systematic study of the operations and responsibilities associated with a job to be created. It is true this analysis, job description and specification emerge.

Job analysis has many uses such as human resource planning for organizations and governments. It is also used during recruitment and selection where the job description and person specification are used to recruit the best human resource. It is also used for wages and salary administration. What it means is that when deciding to pay employees or the job group they should fall into, job analysis becomes the deciding factor. Job is analyzed not only within the organization but also what other organizations are doing in order to come up with what should be paid. Job analysis is also used in employing training and development, if the company carries out job analysis and finds out that there are new requirements in the job employees need to be trained either in-house or outsourced (Walker, G. and J. R. MacDonald, p. 372).

In deciding performance appraisal or evaluation is to be carried out, job analysis becomes an important factor in deciding what to be evaluated. Lastly, it is used in job re-engineering for the organization. As technology is being implemented din organizations most jobs are being re-engineered and it is job analysis that helps to decide which job to be carried out under technology(http://ezinearticles.com/?The-Impotance-Of-A-Human-Resource-System-To-An-Organization&id=727846).

The job description can be defined as a record of duties, responsibilities, and requirements of a specific job. It entails the title of the job, location of the job, duties to be carried out, work conditions, and the qualification of the job holder. It is used in developing job specifications, planning recruitment and selection, developing performance standards, the orientation of new employees, and job evaluation (Yeung, A.K., pp. 299-301).

2. in the case of veterans health administration job analysis and job descriptions could have been used effectively in many ways. It could have been used effectively by defining the job’s main duties and responsibilities and the relationship with other staff members within the health center. It should have been a way of providing information about the employee and it should start during the period of recruitment. However in this case it is not well used. The job description should have existed before recruitment commences. This could have helped the organization recruit the best applicant for the job as well as give a good contract to the employee (Oswald, F. L., 2003).

Another point veterans’ health care will have gained from job description and analysis will have been a reference to disputes and disciplinary cases documents. In case two staff members had conflict relating to their work, this document will be used as a reference in solving the dispute. The documents of job analysis and description will also be used as a basis for promotion and demotion in the organization. Veterans’ health should have used this document as a basis for coming up with necessary assistance documents in promotion and demotion Ulrich, D., p. 305).

References

  1. Oswald, F. L. (2003). Job Analysis: Methods, Research, and Applications for Human Resource Management in the New Millennium. Personnel Psychology 56 (3), 800.
  2. Performance Measurement in Turbulent time,(2008) An interview with bank universal, Jakarta, Indonesia.
  3. Ulrich, D.(1997) Measuring human resources: An overview of practice and a prescription for results; Human Resource Management, Vol. 36, No. 3, Pp. 303–320
  4. Walker, G. and J. R. MacDonald (2001) Designing and implementing an HR Scorecard; Human Resource Management, Vol. 40, No. 4, Pp. 365–377
  5. Yeung, A.K. (1997); Measuring human resource effectiveness and impact; Human Resource Management;  1997, Vol. 36, No. 3, Pp. 299–301