Explain How a Job Analysis Is Used to Create a Job Description

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Explain How a Job Analysis is used to create a Job Description The team was comfortable differentiating between job analysis and job design. Most of us, as first level supervisors, have some to little input into the job analysis but usually have much more input into the job design. The team was comfortable comprehending the objective of how a job analysis is used to create a job description. Several of the team members have had some sort of experience with job analysis or at least were comfortable with the concept. From the reading, we learned that the purpose of job analysis is to “specify the work to be done and the personal characteristics that are required to do the work” (Cascio, 2010, p.167). Human Resources (HR) will develop the job analysis based on the needs of the customer. We also learned that HR will use the customer’s requirements to conduct a thorough job analysis to determine the tasks, experience level, and other job characteristics or requirements of a job. Most students, in their jobs, do not have a hand in analyzing what was needed for a certain tasks received from higher leadership, but instead had to fill the task with the most qualified person. Another student, in his role as a manager, has developed statements of work and the job descriptions for each required position. This student has used the technique numerous times throughout his career. The group agrees that a proper and legal job analysis is best summed up by two statement “To ensure job relatedness, employers must be able to link required knowledge, skills, abilities, and other characteristics (measures of which candidates actually are assessed on) to essential job functions” and “Finally, recognize that under the ADA it is imperative to distinguish “essential” from “nonessential” functions prior to announcing a job or interviewing applicants. (Cascio, 2010, p.169). Explain the Functions of a Job Description

Like the first objective, the team was comfortable with the...
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