Job Analysis Methods
JOB ANALYSIS METHODS 4
Jobanalysis describes the systemic way of gathering and analyzinginformation concerning the content of jobs, context of performing thejobs, and the human requirements (Brannicket al, 2007). Different job analysis can be used depending with thelevel of human resource competency these methods can includequestionnaire, interviewing, ad observation (Mathis & Jackson,2010). The aim of this assignment is to provide a recommendationconcerning the jobs each of these methods can be used for and thetype of HR competency that would be required for every method sinceall the three methods have varied levels of complexity andsubjectivity.
Inthis method, a job analyst has the role of observing an employee andrecording all his or her performed tasks and non-performed tasks,methods, fulfilled and unfulfilled duties and responsibilities, andskills used by the employee in performing the tasks among otherthings. This method can be best applied in physical tasks such asconstruction because it is possible to watch and record the performedand non-performed tasks because construction uses stages or levels.Besides, it can be used for physical or manual tasks because it ispossible to watch and record the amount of task carried out by anemployee (Brannicket al, 2007). Moreover, the observation method can also be used forjobs that are repetitive such as factory jobs so that the job analystcan be in a position to know what to record concerning the work doneby an employee. This method can be perceived as easy but it requiresall the levels of HR competency. When it comes to direct observation,junior level is required for work method analysis, mid competencylevel is required while senior competency level may be required forcritical incident techniques. Therefore, all the three levels of HRcompetency may be required for this method.
Thismethod requires that a HR specialist or manager to visit every jobsite and communicate with the employees performing every job. In mostcases, a structured interviewing form is used in recording theinformation collected. Frequently, employees and their supervisorsare interviewed in order to have a complete understanding of thetask. The interview method is suitable for jobs that are not manual(Brannick&Levine,2002). This is because it targets to obtain information concerninghow employees and supervisors think about their tasks andresponsibilities in the jobs that they are involved in. Besides, itis suitable for jobs that are carried out on different units, butunder the same entity for example, it can be used for amanufacturing company that has different units such as sales andfinance units. The competency level of HR required for the interviewmethod is the senior level because a complex analysis may berequired.
Thismethod entails the use of questionnaires in analyzing the job done.In obtaining the information that will be used in the job analysis,questionnaires are distributed to supervisors, managers, andemployees (Brannick&Levine,2002). The method is usually suited best for application in jobs,where there are varied job grades for instance, in a governmentinstitution or where there is a chain of command. In this method, theHR level of competency required is the senior level. This is becausethe analysis methods involved using questionnaires may be complicatedand the analysis is targeted for the employees, managers, andsupervisors.
Brannick,M. T., & Levine, E. L. (2002). Jobanalysis: Methods, research, and applications for human resourcemanagement in the new millennium.Thousand Oaks, Calif. [u.a.: Sage Publ.
Brannick,M. T., Levine, E. L., & Morgeson, F. P. (2007). Joband work analysis: Methods, research, and applications for humanresource management.Thousand Oaks, CA: Sage.
Mathis,R. L., & Jackson, J. H. (2010). Humanresource management.Mason, OH: Thomson/South-western.