As assigned, a new competency model for the design engineering roles for the Spray boat need to be designed from scratch for the company of Sunsailors. The two new roles for the current Spray boat work are Chief Design Engineers (CDEs) and Junior Design Engineers (JDEs). Two of CDEs and ten of JDEs need to be recruited within two months’ time.
Notably, there were similar design engineering roles existed before in Sunsailors company which is the Wave boat. Though some aspects are similar to the current Wave boat work, the Sunsailors accounted the competency model as outdated, altogether with that reason and due to the nature changing of the job, hence, to generate a new competency model, a strategic job analysis should be conducted efficiently. Singh (2008) described job analysis as the work of re-defining job to include work done by, or the role of a single individual, as well as teams interchangeably termed over work-analysis and role-analysis. The need to implement a strategic job analysis is imperative since to most job analysts they usually took a large amount of time to prepare one (Schneider & Konz ,1989; Dierdorff & Wilson, 2003). Furthermore, a strategic job analysis is necessary in order to meaningfully tackle the emerging needs of the current organization so that it can be a valuable informational tool that functions in human resource management (Singh, 2008). In this case, an outdated competency model for design engineering roles need to be renewed.
Job analysis is necessary and comes with four acceptable job analyses such that (1) use several up-to-date sources, (2) be conducted by experts, (3) use a large number of job incumbents, and (4) cover the entire range of worker activities and qualifications (Sparks, 198...
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...ement Journal, 26, 339-348.
Pearn, M., & Kandola, R. (1993). Job analysis: A manager’s guide. (2nd ed.). London: Institute of Personnel and Development
Schneider, B., & Konz, A. (1989). Strategic job analysis. Human Resource Management, 28(1), 51-63.
Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review, 18(2), 87–99. doi:10.1016/j.hrmr.2008.03.004
Siddique, C. M. (2004). Job analysis: A strategic human resource management practice. The International Journal of Human Resource Management, 15(1), 219–244. doi:10.1080/0958519032000157438
Sparks, C.P. (1988). Legal basis for job analysis in Gael, S. (Ed.), The job analysis handbook for business, industry, and government (Vol. 1, pp. 37-47). New York: Wiley.
Thompson, D.E., & Thompson, T.A. (1982). Court standards for job analysis in test validation. Personnel Psychology, 35, 865-874.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
The main objective of a job design is to identify the requirements and tasks set out for the particular job posting and determine the core competencies that is required to perform them. To gather sufficient data for the job design, it is necessary to interview with the subject matter experts (e.g. Department Heads, direct Supervisors/ Managers) to establis...
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Noe, Raymond A., et al. Fundamentals of Human Resource Management. 5th. New York: McGraw-Hill/Irwin, 2014. Print. 27 March 2014.
It is important to take knot account that job analysis a process that allow people to know and establish every single aspect about job duties and requirements of any position or job. In other words, it means to analyze in detail what a person has to do in a job given and the importance of that particular job. In addition, this means to focus on what employees’ performance, potential, behavior, and skills for doing a certain job. Job analysis also focuses on how to do to the job, seeing if it is good or not for the worker, looking for ways of doing better, and linking the job-specifications with the candidate-specifications when she or he was in the selection process (Business dictionary, 2016). However,
Firstly, Job Analysis selecting a suitable job analysis method depends on the structure of the organization, hierarchical levels, nature of job and responsibilities and duties involved in it. It involves collecting and recording job information, checking the job information accuracy using this information to determine their skills and abilities (Hrwale, 2011). The job description is basically an outline of how
In most organizations today, job responsibilities and duties continually evolve to meet both internal and external challenges. Recessionary economic times have forced organizations to restructure, downsize, and re-engineer causing change in the way jobs are performed. In these types of situations, work processes are affected which could lead to performance issues. Fewer people available to do more work impacts what work gets completed and how it gets completed. Consequently, these performance gaps may lead to work redesign. A work analysis needs to be conducted to determine the main duties and responsibilities indicating - what work is done, how it is done, and why it is done. It should provide a thorough investigation and breakdown of a job, task, or content that can assist us in deciding whether training is warranted and what kind of training is required.
The basics of job analysis start with the Model of Performance where you evaluate the actions and behaviors of effective productivity. Within Campbell’s Model of Job Performance you will find three ways to judge job effectiveness Declarative knowledge, Procedural knowledge & skill, and Motivation. Also complementing these three ways to judge job effectiveness by Campbell are eight basic performance components that have a required three qualities such as Core task proficiency, Demonstrated effort, and Maintenance of personal discipline. Campbell shows how effectiveness meets the relevance in the job and ends the first part of job analysis. Task performance and Contextual performance pick up on Campbell’s idea of motivation do you just work to get said task done or do you go above and beyond.
Job analysis helps determined selection criterion that is both legal and practical for the selection process. This process also aids in identifying and detailing competencies needed to perform the job as well as any gaps that exist between those competencies and incumbent performance, this is crucial information for training and development. The identifying of concrete standards and cataloging evaluation criteria is another use for job analysis, this can potentially aid with employee appraisals. Lastly, job analysis is critical in making reasonable accommodations for those individuals who are disabled and in the redesigning jobs
The job analysis is a source used to heighten an organizations understanding and improve performances. It is a critical piece of information that can reveal hidden truths about an employer and their employees’. Although, some people or organizations challenge the process, it is needed to maintain structure and order. The job analysis not only provides stability, but direction and knowledge of the employees’ position in an organization, which can make performances easier to achieve. The organization that has an understanding and direction as to how to apply a job analysis is sure to conquer all odds and discrepancies. The correct strategy will help employers and employees overcome and improve the job analysis process.
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
Here are some key points and ideas about exercises we could do in class. PLease contact me if you have any questions. I think we could have the speaker and do the mock interview I suggested toward the end of this e-mail. Shana Cohn CLASS DESIGN Important points, class discussion questions and activities. Part I Job Analysis defined: Identifying lists of activities or tasks associated with the job. Determining the skills needed to perform the job successfully. A well-designed job analysis can help to create a work environment where expectations are clear and future problems can be alleviated through communication. Some detailed benefits of job analysis include: 1. It provides uniform guidelines for dealing with employment selection, compensation, performance standards, and the skills needed for any given position. 2. It lays a foundation for gaining a competitive advantage by identifying training needs for the incumbent employee or an employee entering into the organization. 3. A successful job analysis draws clear boundaries between the employer and employee regarding qualifications, job responsibilities, lines of authority, and ways of preventing or dealing with grievances. 4. It allows employers to hire qualified candidates by linking applicants' skills to the job analysis. Employers can also prove that their requirements for selection are related to the job. The ADA defines a qualified applicant as "one who can perform the essential functions of the job." A job analysis provides the employer with justification of why they chose a particular applicant. Other areas to note: 1. The most common reason for a job analysis is to gather information for job descriptions. The job description should focus on results and outcomes instead of how to accomplish the job, because each person attains results in a different fashion. 2. Preparation for the future is key to dealing with a changing workplace. The job analysis should integrate issues the organization may confront in the future, such as turnover and technology advances that could change its structure. 3. Forecasting HR needs is critical to the success of the organization. These should be assessed with past trends, evaluating the skills of incumbent positions, and being aware of changing skills and requirements. Some questions/activities regarding job analysis: A class activity would be a case study that involves a new person hired into an organization where a job analysis is not utilized. The following questions serve as a guideline for the types of issues that could arise without a clear job analysis.
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,
Considering the fact that knowledge of a position is fundamental to the creation of a performance management system in association with an understanding of the strategic direction of the organization, a vital component of the foundation of the performance management system, job analysis, is lacking in Balme Library (Aguinis, 2013). The job analysis provides an organization with an understanding of the knowledge, skills, and abilities (KSA) that are required to adequately perform a specific position (Aguinis, 2013). The job analysis is a systematic exploration of a position, of the skills, resources, abilities, knowledge, and education needed to perform a position (Human Resource Management, n.d.). A job analysis also serves as a basis for the development of a j...
Clifford, J. P. (1994). Job Analysis: Why do it, and how should it be done? Public Personnel Management. Volume 23. Pp. 321-340.