The process of Job Analysis, on the surface, seems to be a fairly easy process, although time consuming. Initially I thought that conducting a Function Job Analysis (FJA) was only useful in an industrial environment, one in which processes or tasks were done repetitively. But found after reading various articles by top human resources specialist that a Functional Job Analysis, is one of the most accurate and useful tools in the human resources specialists tool box.
There are many reasons to conduct Job Analysis, some of have to do with setting pay for employees, ensuring that a company’s positions are in line with the industry, in other words internal reasons, and then there are legal reasons to conduct job analysis. In court, job analysis is critical to “the three types of validation: content, criterion-related, and construct” according to Brannick and Levine. In other words were the “requirements” outlined in the job a bonafide requirement? If not, a well conducted job analysis can detect those things that don’t belong in a job description and those that are required. It has been my experience, especially in federal service, factors are added to a job description in an effort to have that position reclassified at a higher level – therefore at a higher pay rate.
Since we are creating a brand new position within the Human Resources Department, but not I assumed for purposes of this exercise, within the organization. My assumption was that other departments had receptionists or administrative assistants, so felt that the by conducting a functional job analysis on those positions already created within the organization, then culling out those things that did not fit into this new position.
As each article points out, a scientific approach needs to be used to conduct a Functional Job Analysis; three factors had to be taken into consideration, people, data, and things. It is an inherent part of a FJA to identify the purposes,...
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