Report on Job Analysis

Only available on StudyMode
  • Pages : 19 (3581 words )
  • Download(s) : 351
  • Published : February 21, 2013
Open Document
Text Preview
|
REPORT: JOB ANALYSIS|
|
CIPD DIPLOMA IN HR PRACTICECIPD NO 2317474X3CJA CONTRIBUTING TO THE PROCESS OF JOB ANALYSIS WORD COUNT 1529MARIA DUYA16TH OCTOBER 2012|

CONTENTS PAGE

Principles and Purpose of Job Analysis2
Compare and Contrast 3 methods of Job Analysis2 - 3
Contribute to the Process of Job Analysis4-6
References7
Appendix 1 Estates and Facilities Organisation Structure8 Appendix 2 Business Service Organisation Structure9
Appendix 3 Department Objectives10
Appendix 4 Interview Questionnaire11-17
Appendix 5 Diary Logs18-23
Appendix 6 Job Profile24-25

1.1 Principles and Purpose of Job Analysis
The principles of job analysis involves a systematical process of data gathering to successfully determine the knowledge, skills, abilities and personal competencies of a particular job that is being created or updated in order to produce a tangible document known as job description and job specification. The purpose of implementing a job analysis is to help organisation in producing the right descriptions (a list of what the job entails) and job specifications (what kind of people they need to hire for the job). The outcome of job analysis also provides information to assist organisation in making decisions on other areas of HR activities these are; * Recruitment and Selection

* Compensation
* Training
* Appraisals
* Employment Law
1.2/1.3 Compare and Contrast 3 Different Methods of Job Analysis The practice of job analysis is a process of using the correct job analysis methods there are several techniques available to use to complete an effective job analysis these are; Questionnaire

Work Sampling
Critical Incident Investigation
Interview
Observation
Diary

The interview, observation and diary methods are discussed in more detail below;

The interview method consists of asking questions to both incumbents and supervisors in either an individual or a group setting. The reason behind the use of this method is that job holders are most familiar with the job and can supplement the information obtained through the observation method. There are two kinds of interview: structured and unstructured (flexible). A structured interview has predetermined questions that are asked in a set way. In contrast, a flexible interview generally has some set topics for discussion and exploration, but no set sequence. In contrast the observation method is particularly useful for jobs in which work behaviors are observable; 1) Involving some degree of movement on the part of the incumbent, 2) Job tasks are short in duration allowing for many observations to be made in a short period of time, or 3) Jobs in which the job analyst can learn information about the job through observation. With the diary method the job analyst asks workers to keep a diary/log of what they do during the day. For every activity engaged in, the employee records the activity (along with the time) in a log. In practice, you could use any of one of these methods, or combine several. The basic rule is to use those that best fit your purpose. Thus, an interview might be best for creating a list of job duties and responsibilities or you can supplement your data by asking the incumbent a diary log sheet. The table below illustrates the advantages and disadvantage with these methods METHOD | ADVANTAGES | DISADVANTAGES |

INTERVIEW | Incumbent describes work | Requires experienced interviewer and well-designed questions. | | Can yield data about cognitive and psychomotor processes difficult to observe. | Difficult to combine data from disparate | | Qualitative data can be examined | Time consuming |

| Works well with jobs with long job cyclesAllows the incumbent to describe tasks and duties that are not observable | The incumbent may exaggerate or omit tasks and duties. | OBSERVATION | First-hand informationSimple to use| Work...
tracking img