Ovania Chemical Corporation is a specialty chemicals producer. Its core product is polyethylene terephthalate (PET) thermoplastic resins, which are used mainly to make containers and packages for bottled water, soft drinks, foods, and pharmaceuticals. Their main plant is located in Steubenville, Ohio. Though smaller than other chemical producers that produces globally, it has competed successfully in its niche of the US specialty chemical business. Recently advances in technology have changed the nature of chemical production, and like all competing firms, Ovania must take steps to modernize its facilities. Not surprisingly, these technological advances are accompanied by redesign in employee jobs, especially the system analyzer position.
On the basis of the assigned case we will try to learn the process of conducting a job analysis that does not yet exists. We will also examine the reasons the selection committee had for choosing only those factors for the selection process that could not be acquired in a two year training program. Finally, we will try to determine if gender discrimination was a issue in the selection process as the job requirement included getting down into the dirty treatment tanks.
1. How would you go about conducting a job analysis for a job that does not yet exist? Job analysis is the process of obtaining information about jobs by determining what the duties, tasks, or activities of those jobs are (Bohlander & Snell, 2003, p.94). Job analysis is the base of Human resource management. The purpose of Job analysis is to systematically study the nature of jobs to identify the work activities, tasks, and responsibilities associated with a particular job. Job data obtained by job analysis serves a variety of organizational purposes and provides a basis for decision making in job transformation, recruitment, selection etc. It provides objective evidence of the skills and abilities required for effective performance in the job. The job analysis should determine the most important and critical aspects of the job. It is upon these that the key attributes and selection and evaluation for the job should be based. For instance, if the purpose of the job analysis is to seek out the competencies for a job that currently does not exist, we have to take a future-oriented approach. This approach should take into account the organizational needs when restructuring the job. The job analyst need to identify and predict the new job activities, as well as, knowledge, skills, and abilities required for those activities. To do this the job analyst might seek out the persons, especially those, that satisfy the organizational requirements. "Work analysis is a very strong technique work; generally speaking, it should be operated by professional personnel, personnel of this position and supervisor"(Wanghao, 2003, p.38). This may include human resources staff, consultants and the experts for this job (managers, supervisors, etc.). Together they can find out the future issues that are to affect the job. Consultation with individuals who are knowledgeable about the expected future job changes helps to identify, skills, abilities and knowledge required for the job. Finally, identifying the critical knowledge, skills, and abilities for the future job is crucial. “The use of Job Analysis to design selection procedures not only gives users the obvious benefits of using appropriate selection techniques, but also provides evidence of their relevance should any questions arise” (The Commission For Racial Equality, 1993). That's why it is good practice to take a sample of people who are representative of the target population in terms of age, gender, ethnic origin and background. Different perspectives on the job can produce a more rounded picture. As a result of the modernization of the company, Ovania Chemical Corporation has had to redesign its employees’ jobs. Perhaps one of the most...
References: 1. George Bohlander &Scott Snell, “Managing Human Resources”, Dalian: Dongbei University of Finance & Economics Press, 2003.
2. Wanghao, “Human resources Management”, Beijing: Huawen Press, 2003
3. Zhangde, “Human Resources Management and Development, 2rd Edition”, Beijing: Qinghua University, 2001.
4. Clifford, James P., "Job Analysis: Why Do It, and How Should It Be Done?" Public Personnel Management, Vol. 23 No. 2 (Summer, 1994).
5. Ghorpade, Jai and Thomas J. Atchison, "The Concept of Job Analysis: A Review and Some Suggestions.", Public Personnel Management Journal.
6. McCormick, Ernest J., “Job Analysis: Methods and Applications”, AMACOM, 1979.
7. Women and Workplace Discrimination: “Overcoming Barriers to Gender Equality”, Raymond F. Gregory. Rutgers University Press, 2003
8. Realistic Job Previews: https://uic.blackboard.com/bbcswebdav/institution/classes/dhd547
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