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Job Analysis Reflection

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MY RESPONSE: A job analysis should include in every human resource function, because it supports the business strategy, analyzes employees’ performance, and broadcasts the future developments. This practice helps to identify the needs for specific skills, and it's a useful tool for hiring, promotion, and training. For instance, when performing an assessment, you are looking not only for a job performance, you can identify a specific behavior or areas of possible improvements. The job assessment helps to identify additional needs for enhancement or correction. There is a correlation between managers and employees, and collected data will help to determine the internal environment and how good the relationship is. For example, during training,…show more content…
Job analysis is a long and expensive process, and not all companies have HR manager who can conduct it. Some people believe it's unnecessary practice and to them, it’s not difficult to make a decision without performing a job analysis. I wouldn't argue with any opinion; I just wonder how people can conclude the compensation or wage increase without a specific supportive evidence? I experience unfair practice where people got promoted or received higher earnings because they were "friendly." This exercise is not just illegal; it's unethical. The most significant challenge with data analysis includes accuracy. As an HR professional, you want to be sure to collect accurate and adequate data that can be useful. For instance, trying to assess a travel agent performance, whose job requires travel mostly, is almost impossible. You won't be able to observe the person's performance in another state. In this case, you only can collect information based on the specific results and outcomes, like sales numbers. However, if you are an enthusiastic and smart HR manager, you also can perform survey and call clients and asked about the agent's performance. There are many ways to collect information. Some companies just don't believe in job analysis and become intensely defensive. To them, it's a bureaucratic process that can be expensive, time-consuming, and unnecessary. Once again, I wonder how companies can support their decisions without providing concrete evidence? How did the company create the determination of training, promotions, or wage increase? (Milkovich, Newman, & Gerhart, 2014, p.
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