Job Evaluation a Cornerstone to Hrm Practices

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| | | | |edith cowan university faculty of business and law | | | | | | | |mba 5712- hr | | | | | | | | | |assignment 1 | |JOB ANALYSIS A ‘CORNERSTONE’ OF | |ALL HRM PRACTICES AND ACTIVITIES | | | | | | | |MUTEMA CHELLA 10157835 | | | | |

LECUTRER: MR. D. PHIRI

Submission Date: 13th April 2010
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TABLE OF CONTENTS

INTRODUCTION3
RECRUITMENT AND RETENTION3
SELECTION4
TRAINING AND DEVELOPMENT4
PERFORMANCE MANAGEMENT5
REMUNERATION MANAGEMENT6
PROMOTION OF WORKPLACE SAFTY AND HEALTH6
CONCLUSION7
REFERENCES8

INTRODUCTION

To discuss why job analysis is sometimes said to be the ‘cornerstone’ of all the human resource management practices and activities, six Human Resource functions or practices are listed and then showing how job analysis data is utilised in each of these activities. Job analysis is aptly called so because success or failure of the human resource function in an organisation can directly be attributed to the consequences of job analysis (Siddharth, 2009 October). Siddharth (2009) further contends that Job analysis encompasses understanding and closely evaluating the knowledge, skills and attitudes required by an individual in performing a particular role. It’s like performing a Personal Profile Analysis of an invisible person. Once performed,...
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