Solution
Executive Summary
This report entails an evaluation of the job analysis process. Notably, job analysis is vital in organisations to determine the amends to the position, which can be applied to enhance the organisational and individual performance. Among the aspects evaluated in this report are the purpose and principles of job analysis, a comparison of various job analysis approaches, and conducting an actual job analysis for the HR assistant.
Contents
AC 1.1 The Principles and Purpose of Job Analysis 4
AC 1.2 Comparison of Different Job Analysis Methods. 5
AC 2.2 Undertaking the Job Analysis. 7
AC 2.3 Interpretation of Results and Recommendations to Meet the Organisational Requirements 7
Appendix A: Interview and Direct Observation Plan. 10
Appendix B: Interview Questions. 11
Part 1
Job analysis refers to the studying of a job to understand the responsibilities and activities that it entails and the relevance to other jobs. Also, the analysis involves the necessary qualifications for performance and the environment under which the job is conducted (Morgeson et al., 2016). An essential element that the analysis involves the job and not the person.
AC 1.1 The Principles and Purpose of Job Analysis
The purposes of job analysis include
Specifying and describing the job: Job analysis allows the organisation to describe the job specifications and organise the data according to the related actions. This information is also essential in redesigning the position.
Deciding about compensation: A job analysis function two roles in relation to compensation practices. These include understanding the differences and similarities in the job elements and determining the worth of the job and the compensation to ensure equality in compensation.
Recruiting and selecting competent individuals: The job analysis helps the organisation to understand the competencies in the position during the recruitment process (Breaugh,2017). Other requirements established through job analysis are educational qualification, experience, and personal and emotional skills.
Developing training programs: The job analysis informs the HR and the management about the training needs of the employees. This is achieved by determining the difference between the actual and expected output. This informs the type of training that should be imparted to the employees.
To profoundly conduct a job analysis, the following principles should be acknowledged
Focus on analysis instead of lists: During the analysis process, the job should be distinguished into constituent parts and examine their synergy in achieving the position’s objectives. The analyst should avoid listing unrelated tasks.
Focus on the jobs rather than the people: The analysis should be concerned with the character, performance, style, and history of the career, among other elements of the job. The focus should not be based on the individual.
Focus on the facts: The analyst should make decisions based on the presented evidence. Notably, the analysis should not make a judgement without considering the pertinent facts.
The analysis should focus on the job according to the present period: The analysis should conduct at a specific time. Also, the description should not be presented alongside numerous references and aspirations. The only developments that should be conducted are those likely to be accomplished within the next 2-3 years.
AC 1.2 Comparison of Different Job Analysis Methods
There are several job analysis approaches. Three of the most common are questionnaires, interviews, and observation (Markovska, 2020). Interviews involve interaction between the analyst and the job holder to collect information regarding the responsibilities. The interviews may be structured or unstructured. The individuals are asked the interview questions in the same pre-set manner. The information is then recorded and compared with the standardised criterion. Questionnaires involve the supervisors, employees, and managers filling forms, questionnaires with different questions, including multiple choices, open-ended, or a mixture. Key areas that the questions focus on are the duties, individual’s input, work conditions, and materials, and equipment used for the responsibilities. Direct observation method entails the analyst observing and recording about the job activities. The analyst obtains information directly in the orchestrated environment. The job comparison is demonstrated in table 1 below.
| Job Analysis Method | Similarities | Differences |
| Questionnaire, Direct Observation, and Interview | Across the three approaches, the analysts record the information, which informs the decision making process. | The direct observation differs from the other two approaches since the employee, and the manager do not fill the information. |
| The interview and questionnaire process involves engagement with the employee to obtain information about the set of questions. | In direct observation, the analyst only observes the employee. There is no engagement. | |
| The interview and questionnaire may involve close-ended, open-ended, or a combination of both approaches. | Direct observation-only establishes the areas of interest but does not involve asking questions. | |
| In the questionnaire and interview approach, the data is collected in an orchestrated surrounding. | Direct observation involves collecting information directly. |
Comparison Table for the Job Analysis Methods.
Part 2
AC 2.1 Job Analysis Plan
The job analysis for the HR assistant involves two approaches. In the direct observation process, it involved an engagement with the employee and obtaining responses from ten open-ended questions. This allowed the individual to provide more information about the job.
The second approach involved direct observation. The employee was observed as she conducted her roles and responsibilities.
Part 3
AC 2.2 Undertaking the Job Analysis
The job analysis was conducted during August. The employee was engaged and notified about the analysis, and suitable days were arrived at. The job analysis plan for both direct observation and interview are provided in Appendix A. Other aspects provided are the interview questions (Appendix B) and SWOT analysis for the position (Appendix C).
AC 2.3 Interpretation of Results and Recommendations to Meet the Organisational Requirements
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