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Essay / Research Paper Abstract
This 6 page paper is a job analysis of the management accountant for a fictitious firm. Three methods are used in combination to perform the job analysis and the areas of expertise as described by CPA Australia are used as a benchmark. The analysis indicates the firm needs to change the actual functions being performed. Reasons for the changes are discussed. Bibliography lists 5 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGmgacau.rtf
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Unformatted sample text from the term paper:
certified practising accountant (CPA) as outlined by CPA Australia and whether or not the CPAs job at this firm needs to be redesigned. Two methods are used for the job
analysis: the responsibilities as outlined by CPA Australia and an interview with the person holding this position in the firm. There are a number of methods that can be used
to perform a job analysis (HR-Guide, 2001). These can be used individually or in any combination and include: * Review of job classification systems (HR-Guide, 2001). * Supervisor
interviews (HR-Guide, 2001). * Incumbent interviews (HR-Guide, 2001). * Structured questionnaires (HR-Guide, 2001). * Task inventories (HR-Guide, 2001). * Open-ended questionnaires (HR-Guide, 2001). * Observation (HR-Guide, 2001). * Expert panels
(HR-Guide, 2001). * Checklists (HR-Guide, 2001). * Incumbent work logs (HR-Guide, 2001). Most often, a job analysis is performed by giving the incumbent a questionnaire that is intended to identify
work environment, responsibilities, job duties, work relationships and equipment used (HR-Guide, 2001). The completed questionnaire is then used as a beginning point to conduct an interview with the person holding
the job (HR-Guide, 2001). The disadvantages of the questionnaire and of the interview include exaggeration or omission from the individual. It is believed that the semi-structured interview will be able
to discern whether or not the incumbent has exaggerated or minimized the actual duties being performed on the job. A draft of these elements is then reviewed with the supervisor
to assure accuracy (HR-Guide, 2001). The interview with the supervisor was conducted to assure that the individual holding the job did not exaggerate or omit tasks and duties. The
limitations of questionnaires and interviews, as indicated already, are that either can result in a skewed analysis. Those in the job typically forget some of the tasks they perform. These
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