Job Analysis in Compensation Management

¶ … Job Analysis" in Compensation Management

Job Analysis

Companies' performance on the market is significantly influenced by the activity of its human resources. This means that the managers of these companies must carefully organize these activities and the processes they require. These processes refer to human resources necessary assessment, recruitment and selection, motivation of employees, and others.

Job analysis is one of the most important processes that must be taken into consideration by HR managers. The job analysis process refers to describing and analyzing different issues of jobs and identifying the skills required for performing the jobs in case. Job analysis relies on the description and specifications associated with each job. The objective of job analysis is to help the company hire the best candidates for these jobs.

In order to develop successful job analysis processes, companies must evaluate the performance levels associated with each job and to identify the requirements that must be proved by candidates within the recruitment and selection process. However, the job analyses are frequently improved, based on the modifying requirements of various jobs. The most important modifications usually refer to the definition of the job domain, the job description, the performance evaluation process, the training requirements, motivational aspects, and others.

There are several strategies and approaches that companies can use in performing their job analyses. The most important methods and techniques in this case are represented by interview with managers and supervisors, different types of questionnaires, observation, duty statements, collection of different information, and others.

The literature in the field addresses various subjects, like the importance of job analysis, the different approaches to this process, or improving the job analysis process. Amarendra Bhushan is a human resources consultant that provides advice on strategic issues. In an article regarding job analysis, the writer discusses how this process can be used in improving performance in different companies (Bhushan, 2011). The specialist considers that the most important tool that should be used on job analysis is represented by the questionnaire.

In the author's opinion, the job analysis process requires information on the responsibilities and functions of the jobs in case. It is recommended that this information is collected through interviews and questionnaires. These questionnaires refer to the title of the job, its supervisors, its department, the objectives of the job, the most important duties and the time required for performing them. The questionnaire should also focus on identifying information that refers to the equipment and materials required in the case of certain jobs, on the assignment strategy, on the decision making process, and on the motivational strategy.

There are several advantages regarding the use of questionnaires in job analysis. The respondents can provide useful information on other processes and activities that they are confronted with at work. Therefore, managers can observe and identify the activities that require improvements. In addition to this, companies and their managers can better identify the factors of influence on different jobs. Based on this information, they can develop job descriptions and specifications that are in accordance with the performance levels required by each position.

However, companies must also take into consideration the disadvantages associated with job analysis questionnaires. This is because some of the employees might not provide useful information or might not take these questionnaires seriously and provide answers in accordance with their work situation. This job analysis strategy is frequently used by companies.

There are numerous theories and approaches regarding the job analysis process. An interesting theory is developed by Lou Adler. This theory states that the relationship between the recruiter and the hiring manager is able to significantly influence the recruitment and selection processes and job analysis within the company (Adler, 2009). It has been observed that numerous companies are confronted with the fact that their recruiters send then unqualified candidates.

Such situations take place because the recruiter does not understand the job needs of its customers. There are several factors that determine these problems. Communication issues have a significant impact on the relationship with the recruiter, but there are also other factors that must be taken into consideration.

In order to develop a successful recruitment and selection process, the recruiter must understand each jobs from all perspectives associated with those jobs. However, their analysis should not be limited to the company they are working for. They must analyze the industry that the jobs in case refer to, their characteristics and trends. In addition to this, the recruiters must also analyze the company's competition. This is useful in identifying the skills that are considered the most important in performing certain jobs.

Although Adler's theory seems to favor both the company and potential candidates, such situations where recruiters perform their job in accordance with these factors are not frequent. In most cases, recruiters focus on job descriptions that cannot reveal all the requirements of certain jobs. This means that companies do not benefit from hiring the best candidates for certain positions. This is likely to lead to reduced efficiency and productivity.

As mentioned above, the interview is another frequently used method in the job analysis process. In order to reach better results with this technique, specialists focus on improving interviews by identifying important aspects that interviews should address. However, it is difficult to develop an interview adapted to the needs of each company, and that can provide the expected results. Therefore, the literature in the field provides numerous resources that can be used by human resources specialists in identifying accurate interview structures.

Such useful resources also refer to different approaches on job analysis. An important approach is represented by the task-oriented job analysis. The subject is addressed by Frank Landy and Jeffrey Conte. The authors state that this type of job analysis focuses on current tasks and on what can be accomplished by them. The work-oriented job analysis approach focuses on the skills of employees that are required for performing the tasks in case (Landy & Conte, 2010).

These approaches are addressed by companies in accordance with the objectives of the company, the activity that characterizes each job, and on the leadership style. Therefore, each company must clearly analyze its job needs and establish what approach is appropriate for these jobs. However, in order to reach the objectives of the job analysis process it is recommended to work with specialized companies that are able to provide professional support. Although this requires significant investments, they are required by the company's human resources needs.

The job analysis process has other uses also. For example, job analysis can be used in developing training and evaluation programs. This is because information obtained from job analysis helps assess the company's training needs. Based on this information, the company's managers can establish the training programs that the company must invest in. The accuracy and relevance levels of training needs are higher if based on information from job analysis.

In such cases, the importance of job analysis relies on the fact that the activities and tasks of each job are specified. This determines the skills that are required by each job and their level. The performance of employees is evaluated in order to establish their training needs that are required in increasing their efficiency and productivity (Encyclopedia of Business, 2011).

Information provided by job analysis can also be used in developing performance evaluation structures. Given the fact that the human resources strategy must be developed and implemented in accordance with the performance level of the company's employees, it is important to correctly evaluate their performance. The behaviors associated with different jobs are identified in performance evaluation. The compensation levels are established based on such information.