Before understanding the major functions of job analysis, it is important to know that job analysis means the process of collecting information on jobs by scrutinizing the activities, tasks, and duties of the jobs in focus (Belcourt et al., 2020). The ultimate goals and functions of job analysis are to enhance the performance and productivity of the organization. The first major purpose of job analysis is to allow human resource managers to summarize the finding of the job analysis report and convert them into job specifications and job descriptions. The various documents and information that are obtained from conducting a job analysis are very useful in the enhancement and performance of various HR functions, like the creation of the contents of training classes or the performance appraisal criteria. Because of its vital function in human resource management, job analysis is considered the cornerstone of HRM functions (Belcourt et al., 2020). This paper aims to show the critical value of job analysis within the organization through its relationship with staffing, training, compensation, job design and viable political issues.
The interrelationship that is presented between staffing and job analysis can be viewed through key point areas such as job description and job specification. Staffing ensures that eligible candidates are added to the workforce through the human resource department (Belcourt et al., 2020). On the other hand, human resource utilizes job analysis to find out who, where and when to hire new staff into the organization. As indicated, job analysis is the process of collecting information on a variety of areas that focus on the jobs in an organization. One of the conclusions that can be made from job analysis is a job specification, which is a statement of the required abilities, skills and knowledge of the person expected to do the job (Belcourt et al., 2020). It, therefore, dictates who will be considered in the staffing process. The other result of job analysis is the job description, which highlights the job’s responsibilities, duties and tasks. This dictates what the staffed member will be expected to do. Therefore, job analysis dictates who can be staffed and what roles they can assume, influencing the decisions made during staffing.
The relationship between job analysis and training is that job analysis influences and shapes the contents of the training. The training process addresses discrepancies in knowledge, abilities, skill and other requirements in the job’s specification and description (Belcourt et al., 2020). The connection presented is that job description and specification, which influence the content of the training process, are the result of job analysis. Therefore, job analysis influences the contents presented in the training process by giving insights and clues on what the training should contain.
The third interrelationship of focus is between compensation and job analysis. Compensations are the rates that are to be paid to jobholders for performing their jobs. One of the most important factors that come into play is the relative worth that has been attached to the specific job. The worth is based on factors such as responsibility, skill, effort, hazards and conditions of the job (Belcourt et al., 2020). These areas are built through job analysis, such as conducting interviews and soliciting ideas and opinions on the risk involved in the work. Job analysis also leads to the collection of information used to indicate the job’s worth, such as skill, effort and responsibility, among other specifications (Belcourt et al., 2020). Job analysis, therefore, analyzes the information that affects the amount of compensation that a jobholder receives.
The fourth relationship that will be addressed in this section is between job analysis and job evaluation. The organization, through HRM, can choose to conduct evaluations that are based on objectives. An example of this is in performance appraisal (Belcourt et al., 2020). The evaluation process is achieved by cross-referencing the information presented in the criteria for evaluation, which contains the job description against the jobholder’s performance. This, therefore, also indicate the importance of job analysis because it can directly affect and have financial implications. The other important relationship that should be mentioned is between job analysis and job design. Job design identifies the requirements and duties needed for a specific job (Belcourt et al., 2020). This shows that it requires job analysis to take place first before making these statements.
The effect of job analysis on internal political issues is because of the vital areas it can influence, such as compensation, staffing and job description and specification. One political issue that can arise as a result of job analysis is the idealization of discrimination (Belcourt et al., 2020). For example, when the criteria used in staffing are not job-related or vague, the employer will be accused of being discriminative. A more specific example of this is when the employer places a requirement, such as requiring an application for skilled craft positions such as electrician and plumbers, to only be available for male employees (Belcourt et al., 2020). This is a clear case of discrimination because gender is not a factor in ensuring or determining the level of performance of the job. This also raises legal compliance cases. Organizations should be guided through job analysis in all decisions they make about the job and its surroundings.
In conclusion, it is true that job analysis has critical values within the organization through its relationship with staffing, training, compensation, job design and viable political issues. Job analysis dictates the organization’s performance in these segments and other areas. Its main attributes can be linked to forming a job description, job specification and general job design. Therefore, the Human Resource Department should be cautious and accurate when performing job analysis because of the number of areas it can directly influence.
References
Belcourt, M., Singh, P., Snell, S. A., & Morris, S. S. (2020). Managing Human Resources (9th ed.). Nelson Education Ltd.
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