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Essay / Research Paper Abstract
An 18 page paper discussing in detail the reasons for job analysis and the means by which organizations can accomplish meaningful job analysis. Job analysis seeks to quantify all aspects either of a specific job or of a cluster of jobs, ranging from production to senior management levels. The well done job analysis always will result in an accurate job description, which must account for accommodations that can be made to meet the requirements of employment laws while also meeting the needs of the organization. Bibliography lists 7 sources.
Page Count:
18 pages (~225 words per page)
File: CC6_KShrJobAnaDes.rtf
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Unformatted sample text from the term paper:
resource management (HRM) function still carries the same responsibilities it did before the entire face of business changed over the past generation. Rather than being only a clearing house
for r?sum?s and benefits, HRM is now - or should be - a full partner in the organization. One leading responsibility that has gained influence in recent years is
job analysis and job design. Importance of Job Analysis and Design The goal of getting "the right people on the bus" has become
a faddish catchphrase in recent years; one authors concern is that the quest for getting the "right people on the bus" also may be used for failing to develop those
already present (McFarland, 2005). Though every organization certainly needs the right people involved within it, it is not enough merely to ensure that the "right people" are present.
They also must be occupying the "right seats on the bus" if the organization is to gain the greatest effect possible. Additionally, the right people also must be in
the right positions so that they want to remain where they are, growing and expanding with the organization rather than leaving for greater opportunity (or less) elsewhere.
Simons (2005) discusses job design in terms of continua that he calls spans. Four of these spans affect job design and determine the level of
effectiveness that those filling jobs can attain given the structure of the spans affecting individuals. These spans are "control, accountability, influence, and support" (Simons, 2005; p. 54), and they
affect jobs at all levels in varying degrees. The production worker may have little control or influence, but s/he is likely to have a great deal of accountability.
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