Job Evaluation a Cornerstone to Hrm Practices

edith cowan university faculty of business and law mba 5712- hr designation 1 JOB ANALYSIS A CORNERSTONE OF ALL HRM PRACTICES AND ACTIVITIES MUTEMA CHELLA 10157835 LECUTRER MR. D. PHIRI entering Date 13th April 2010 TABLE OF CONTENTS INTRODUCTION3RECRUITMENT AND remembering3 SELECTION4 TRAINING AND DEVELOPMENT4 execution MANAGEMENT5 REMUNERATION MANAGEMENT6 PROMOTION OF WORKPLACE SAFTY AND HEALTH6 CONCLUSION7 REFERENCES8 INTRODUCTION To discuss why assembly line abstract is sometimes said to be the cornerstone of all the human resource management practices and activities, six Human Resource voices or practices atomic number 18 listed and then showing how communication channel epitome data is utilised in each of these activities. Job analysis is aptly called so because succeeder or failure of the human resource function in an organisation washstand directly be attributed to the consequences of labor analysis (Siddharth, 2009 October).Siddharth (2009) further contends that Job analysis encompasses understanding and closely evaluating the knowledge, skills and attitudes needed by an individual in execute a finical role. Its like performing a personalised Profile abstract of an invisible person. Once performed, lineage analysis would cast open a plethora of answers to how Recruitment, procedure Management, Training, Compensation benchmarking and several early(a) processes should follow for the officer on the said rail line. Job analysis refers to procedures for organizationatically understanding the subject field that engenders done in an organisation and the basic goal is to understand what people do, how they do it and what skills they need to do the work tumesce (capital of Mississippi & Schuler, 2003).According to Jackson & Schuler, the chairs of the hire out analysis are used to put break through job descriptions. A job description spells out inborn job functions, describes the c onditions in which the job is performed and states special hang backing or certification requirements for the job. For employees, job description produced through job analysis serves as a guide to work behaviour while for supervisors and managers a job description serves as a guide to surgical operation evaluation and feedback. This es study therefore focuses on trying to show that job analysis generates the foundation upon which to build virtually all components of HR system identified as follows. RECRUITMENT AND RETENTIONRecruitment involves searching for and obtaining qualified appli heapts for the organization to consider when filling job openings (Jackson & Schuler, 2003). In the function of enlisting the job analysis would jell recruitment sources and methods. To find the most suitable employees for jobs and thus for the organisation as a whole, those involved in employee recruitment need to be fully apprised of the relevant job description and person specification whic h potentiometer only when be derived from comprehensive job analysis (Baired etal, 2008). Effective programs for recruitment should inveigle suitably qualified appli merchantmants and discourage those who are unsuitable.One would therefore say that knowing a defined set of competencies allows one to more(prenominal) than expeditiously target, inwardly a candidates population those competencies for recruitment. SELECTION Selection is the process of obtaining and employ information about job applicants in order to determine who should be hired for foresightful or piteous-term position. Jackson & Schuler (2003) contend that it begins with an sagacity of the requirements to be met by the new hire, including technical aspects of a job and the more difficult to quantify organizational need (Jackson & Schuler, 2003). Applicants are then assessed to determine their competencies, preference, interests and personality.For productivity and retention, companies such as Southwest, Linc oln Electric, Honda GE, and Toyota hire on the al-Qaida of whether an individual matches the job requirements and the corporate culture (Jackson & Schuler, 2003) To do a proper selection of the candidate to be employed it is vital to establish the essential features of the job descriptions and person specifications to allow for objective and easier opinion of applicants (Baired etal, 2008). Selection criteria moldiness be demonstrably job relevant and equitably applied, to facilitate comparison amongst candidates and the matching of candidates with jobs. They are invaluable in the initial short listing of large numbers of applicants, employment testing, interviewing and subsequent referee checking (Baired etal, 2008)through very well selection practice ensures that employees are capable of exalted productivity and motivated to stay with the organization for as presbyopic as the organization wants to employ them. TRAINING AND DEVELOPMENT In general, an organisations training a nd schooling practices are its intentional efforts to improve current and emerging process by helping employees acquire the skills, knowledge, and attitude required of warlike work force (Jackson & Schuler, 2003). Rapidly changing technology, foreign competition, and changes in organisational schema and strategic business objectives are putting pressure on organizations to train and develop employees for competitive advantage.This requires careful attention to needs assessment, program development and implementation, and evaluation. Four types of types of needs analysis-organisational, job, person, and demographic-are designed to diagnose systematically the short and long term human resource needs of an organisation (Jackson & Schuler, 2003). Any discrepancies between the experience, knowledge, skills and abilities demonstrated by a job holder and the requirement contained in the job description and specification or list of competencies for that job provide clues to development needs (Baired etal, 2008). Training & development is merely the development and assessment of said competencies for both the employee and the employer.However, without job analysis the organisation would have no way to know what to teach train and develop and when to do it. exploit MANAGEMENT A execution of instrument management system is a formal, organise process used to measure, evaluate, and influence an employees job related attributes, behaviours, performance results (Arvey & Murphy, 1998). Two components of performance management system are (a) performance meter and feedback for individuals and team, and (b) the rewards component of total compensation (Jackson & Schuler, 2003). A well designed performance measurement and feedback process directs employees attention toward the most important tasks and behaviours.It informs employees about whats valued and provides information about whether the employees behaviour and results meet the expectations of managers, colleagues, and customers (Jackson & Schuler, 2003) To stress the magnificence of performance management, it is said that It is estimated that if companies could get 3. 7% more work out of each employee, the equivalent of 18 more minutes of work in each 8-hour shift, the gross domestic product in the United States would boyfriend by $355 billion, twice the GDP of Greece (Jackson & Schuler, 2003). The job description and person specification, the result of the job analysis, provide the criteria for evaluating the performance of the holder of the job.Performance Management can therefore be said to be that by knowing the competencies required for each job or job family allows HR (or management) to track employee knowledge, skills and abilities and go bad them accordingly to wherever they may have the most impact within an organization. These competencies may also be tied to other organizational-level criteria for added impact and a validity check. As has been mentioned this is as a result of job analysis REMUNERATION MANAGEMENT Compensation or remuneration typically accepts a mix of several elements, monetary and non monetary forms of rewards. Monetary compensation allows direct correctments such as salary, wages, and bonuses, and indirect payments such payments to cover the cost of surreptitious and public insurance plans.Nonmonetary compensation include many forms of social and mental rewards-recognition and respect from others, enjoyment from doing the job itself, opportunity for self-development (Jackson & Schuler, 2003). Many workplace agreements emphasise the close relationship between job requirements, learning and development programs, passage progression and appropriate salary and benefits systems. Baired etal, (2008) further contends that inappropriate remuneration packages may reflect a need for change of job requirements or correct pay scales, often in consultation with the relevant unions. It can be said that competencies help guide compensation mode ls to a much more precise degree than more gross measures like seniority. For example, a extremely sought after software developer with very unique skills may be able to demand on the securities industry a much higher(prenominal) salary than a typical MCSE who has been with the company for X number of years. A competency based compensation model would address that. Again, a job analysis done properly will help determine pay scale. PROMOTION OF WORKPLACE SAFTY AND HEALTH A nonher of the Human Resource function is the promotion of pencil eraser and health at the workplace. Job analysis procedures can be used to identify aspects of a job that may leave to workplace injuries, and ergonomic principals can be applied to redesign the work environment (Jackson & Schuler, 2003). Workplace safety and health refers to the physical and psychological conditions of a workforce that result from work environment provided by the organisation.Physical conditions include occupational diseases and accidents such as actual loss of life or limb repetitive motion injuries, back pain, carpal tunnel syndrome, cardiovascular disease, other forms of cancer and other conditions that are known to result from flatulent work environment include white central nervous system damage. While psychological conditions result from organisational stress and a low character of working life, these encompass, dissatisfaction, apathy, and withdrawal and so on (Jackson & Schuler, 2003). If an organisation takes effective safety and health measures, fewer employees will have short or long term ill effects as a result of being employed at the organization (Cooper & Neck, 2000). Both the Health and Safety at Work Act (1974) and the Dis major power Discrimination Act (1995) of the UK require evidence-based approaches to scene physical and medical employment standards.Proven fitness related strategies include redesigning the most demanding tasks, selecting and training military force who possess the necessary physical attributes, and assessing and redeploying personnel to jobs within their capability. An essential precursor to pursuing these strategies is to conduct a job analysis to quantify the physical demands of the job (Rayson, 2000) . ). CONCLUSION Job digest is quite aptly called the corner stone of all HR activities because the success or failure of the HR function in an organization can directly be attributed to the consequences of Job Analysis. If not carried out or not conducted accurately and comprehensively the other HR processes will be unavailing and the cost to the organisation high in terms of productivity and the ability to retain valuable staffJob analysis encompasses understanding and closely evaluating the knowledge, skills and attitudes required by an individual in performing a particular role. Its like performing a Personal Profile Analysis of an invisible person. Once performed, job analysis would throw open a plethora of answers to how Recruitment, Per formance Management, Training, Compensation benchmarking and several other processes should follow for the incumbent on the said job. Get the job analysis wrong and youll get the wrong person while recruiting, inefficient and sometimes irrelevant performance management measures, increased training expenditure, improper pay with respect to the market and a whole lot of other issues. . REFERENCES Arvey, R. D, Murphy K.R (1998) Performance Evaluation in Work Settings, Annual Review Psychology 49, 141-168 Baird, M. , Compton, R & Nankervis, A. (2008) Human Resource Management Strategies (6th ed. ). Cincinnati South-Western Publishing Co. Cooper, K, Neck C. (May 2000) The Fit executive director Exercise and Diet Guideline for Enhancing Performance, Academy of Management Executive 14(2), 72-83 Jackson E. S & Schuler, R (2003) Managing Human Resources Through Strategic Partnerships (8th ed. ). Thomson South-Western Publishing Co Rayson, M. P. (2000) Fitness for work the need for conducti ng a job analysis, Occup. Med. Vol. 50, No. 6, pp. 434-436, 2000. Retrieved April 12, 2010, from http//occmed. oxfordjournals. org