Job Analysis and Evaluation

Summary:

This chapter discusses job analysis and the importance of writing a good job description, which includes job competencies, work activities, and compensation information. A job analysis provides information for various HR activities, including employee selection, training, performance appraisal, and job design. The preparation for a job analysis involves deciding who will conduct the analysis, how often the job description should be updated, and which employees should participate. Additionally, the chapter highlights the impact of job competence on job analysis outcomes.

Excerpt:

Job Analysis
A thorough job analysis provides such information; as job description, selects employees, evaluates performance, or conducts training programs without knowing the tasks an employee performs, the conditions under which they are performed, and the competencies needed to perform the tasks.

Writing Job Descriptions
 A brief, two- to five-page summary of the tasks and job requirements found in the job analysis.
 It is the process of determining the work activities and requirements, and the job description is the written
result of the job analysis.
 It serves as the basis for many HR activities, including employee selection, evaluation, training, and work design.

Employee Selection
 By identifying such requirements, it is possible to select tests or develop interview questions that will determine whether a particular applicant possesses the necessary knowledge, skills, and abilities to carry out the requirements of the job.

Training
 Job analyses yield lists of job activities that can be systematically used to create training programs.

Person-power Planning
 If individuals are hired for a particular job, to what other jobs can they expect to eventually be promoted and
become successful?
 Peter Principle – promoting employees until they eventually reach their highest level of incompetence.

Performance Appraisal
 The construction of a performance appraisal instrument.
 The use of specific, job-related categories leads to more accurate performance appraisals that are better
accepted not only by employees but also by the courts.