Impact of Job Analysis on Job Performance

Topics: Human resource management, Human resources, Recruitment Pages: 36 (11718 words) Published: September 19, 2013
Journal of Diversity Management – Second Quarter 2010

Volume 5, Number 2

Impact Of Job Analysis On Job Performance: Analysis Of A Hypothesized Model Rehman Safdar, Pakistan Electronic Media Regulatory Authority (PEMRA), Pakistan Ajmal Waheed, Quaid-e-Azam University, Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan

ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction; Job retention; Recruitment Process; Knowledge, skills and abilities

INTRODUCTION

I

n western countries human resource management (HRM) research has shown a shift from microanalytical approach (individual performance) to a macro-strategic (organizational performance) perspective but in a country like Pakistan micro level approach is yet to be analysed. Distant from the traditional personnel role, human resource management (HRM) has recognized new roles in terms of employee champion, change agent and strategic partner (Ulrich, 1997). The question of how HRM policies and practices are linked to organizational performance has been a subject of great interest to both academics and practitioners (Wright et al., 1999). However, linking HRM practices to employee job performance is unexplored and required a great attention particularly in the context of Pakistan public sector organizations. Job analysis, a human resource management practice is a systematic process for collecting and analysing information about jobs. Job analysis data is perhaps the most widely gathered type of organizational information for developing human resource management systems. It forms the foundation upon which many important HR management systems are built (Butler & Harvey, 1988), including recruitment and selection systems, training and development programs, performance management programs and compensation systems. The importance of obtaining job analysis data and assessing the reliability of such data has become a salient issue to both practitioners and researchers. It has been estimated that large organizations spend between $150,000 and $4,000,000 annually on job analyses (Levine, Sistrunk, McNutt, & Gael, 1988). Earlier research on job analysis focused on methodological aspects of the concept of job analysis. These research efforts made an important contribution to the field of HRM by developing techniques and procedures to generate accurate and practically useful job-related data (McCormick, 1979; Cornelius et al., 1979; Ash and Levine, 1980; Bemis et al., 1983; Gael, 1988). This laid the groundwork that allowed HR professionals to identify and 17

Journal of Diversity Management – Second Quarter 2010

Volume 5, Number 2

examine several possible applications of job analysis information. Currently, some researchers in the west have moved a step forward by stressing the importance of job analysis as a strategic HRM practice with potential contribution to...
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