Professional Documents
Culture Documents
Job Analysis is a process to identify and determine in detail the particular job
duties and requirements and the relative importance of these duties for a given
job. Job Analysis is a process where judgements are made about data collected
on a job.
The Job; not the person An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person. While Job Analysis data may be
collected from incumbents through interviews or questionnaires, the product of
the analysis is a description or specifications of the job, not a description of the
person.
The purpose of Job Analysis is to establish and document the 'job relatedness'
of employment procedures such as training, selection, compensation, and
performance appraisal.
training content
assessment tests to measure effectiveness of training
equipment to be used in delivering the training
methods of training (i.e., small group, computer-based, video,
classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
skill levels
compensable job factors
work environment (e.g., hazards; attention; physical effort)
responsibilities (e.g., fiscal; supervisory)
required level of education (indirectly related to salary level)
6. What are the approaches in measuring performance of the employees in the organization?
Productive employees are the lifeblood of every recruiting business, but
how do you assess their performance levels? Do they understand your
goals and expectations? Are they meeting their personal objectives?
Punctuality: Employees who regularly arrive late for work or are frequently
absent from the office are unlikely to be meeting their performance
objectives. The underlying issue needs to be addressed here – have they
received adequate training? Do they get along with their co-workers and
manager? Issues with punctuality mean an employee is not doing their job
to their full potential and a negative attitude may also be affecting their
colleagues.
Observe personal habits: Perpetual bad habits can detract from employee
performance. This may include indulging in office gossip, taking
unauthorized breaks, disruptive behavior and the use of computers for
personal reasons (such as social media, online shopping). In order to
prevent these habits from being adopted by their co-workers, you must be
clear on what is acceptable in your business and issue an appropriate
behavioral code.
7. Identify activities that manifest discrimination. How does it affect the organizational
performance?
Discrimination" means unequal treatment. Title VII of The Civil Rights Act of 1964 says that no
person employed or seeking employment by a business with more than 15
employees may be discriminated against due to his or her race, color, religion,
sex, or national origin. While there are federal laws concerning discrimination,
most states have enacted laws that prohibit it. These laws may have different
remedies than the federal laws and may, in certain circumstances be more
favorable than the federal laws. There are four major types of employment
discrimination, and other types can usually be dealt with in regard to one of them.
They are:
race
sex
age
disability
Discriminatory practices affect the job satisfaction of all employees -- not just those who are
discriminated against. Promotions, bonuses and benefits should be awarded based upon the
candidate's qualifications and performance on the job. If an employee consistently sees
promotions being given on the basis of gender, race, age or other discriminatory factors, his drive
to advance within the organization or perform to the best of his ability is negatively affected.
Commitment, Loyalty and Turnover
Staff who observe regular discrimination are more likely to leave the business, increasing your
turnover levels. Although some involuntary turnover -- firing poor performers, for example -- is
beneficial for the business, if your company's voluntary turnover is high you are probably losing
skilled, competent workers. Recruiting and training replacements is costly to the organization
and affects productivity. If an employee believes there is no future for him within the
organization, he will be less invested in the job. Although he may not have found another
position, the fact he doesn't intend to stay permanently means he is less committed and loyal to
the business than someone who plans a long-term career with the company.
Discriminatory practices affect your company's reputation within the community it serves.
Discrimination may affect clients directly if your company provides inferior service to a certain
group of people based upon particular demographic criteria, such as race. But customers can also
be indirectly discriminated against. For example, if the entrance to your store is only accessible
with steep steps, you are unintentionally preventing disabled customers from accessing the
services you provide. Don't underestimate the effect of unhappy employees on your reputation
and recruitment success. Disgruntled workers will complain to their family and friends -- who
may take their business elsewhere. Savvy jobseekers will research the company before applying,
and a workplace facing several discrimination lawsuits, or a company with employees who
openly voice their dissatisfaction, will have a chilling effect on your recruiting abilities and cause
the top candidates in the industry to look elsewhere.