Free Paper Sample on Importance of Job Analysis in Organizations

Introduction

An organization's operation is influenced by the kind of team it has. Therefore, human resource management has to employ an effective hiring process to acquire the right person for specific roles. Job analysis involves gathering information concerning nature, qualification, mental or physical capability necessary to perform a given type of job (Raymond, 2016). Other factors, such as the working environment and essential skills, are considered to provide a clear job description. Job analysis has significant roles in the process of acquiring personnel. It helps in the analysis of resources and in developing effective strategies meant to accomplish strategic goals (Arbab & Mahdi, 2018). Through job analysis, the management can identify various areas where the employees may require training to help them fit for the new job.

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HR has the mandate of the management of salary and compensation. Thus, it requires job analysis to determine the allocation depending on the duties, skills, and responsibilities entitled to an employee. The performance review, goals identification, and development can be achieved through job analysis (Gatewood et al., 2015). It is responsible for organization structure maintenance and determination of promotion when incorporated with other elements such as employee's appraisal. Job analysis lies in a procedure that involves two approaches. The first one is a work orientation that mainly focuses on the actual task, while the other one is the employee-oriented approach (Adjei-Bamfo et al., 2019). The latter approach involves the examination of human attributes that are required to perform a specific job.

Reasons Why Formal Selection Systems Are Preferred Over Informal System

Various organizations use different methods of recruiting their candidates. In our scenario, the organization has been using the information criteria of recruitment, and it has been doing quite well. The approach might be cheap compared to the formal approached but sometimes not opted out (Coller et al., 2018). The informal approach does not provide a broader range of selection, and thus the candidates are obtained from a limited pool. The formal setup helps get the employee with maximum capability because it is much competitive as it involves a large pool of candidates (Compagnone et al., 2019). It is much stronger than the informal setup because it mostly emphasizes acquiring the right person for a specific job. Effective advertisement of the job post available ensures the more competitive audience is reached. The current technology is incorporated to help in obtaining the right employee. The technology helps the management maintain a clear record of talents that may be considered in future selection (García-Lillo et al., 2017). Therefore, the formal selection is suitable for Sleep Tight Inn's management.

Usage of Formal Selection Data in Operations

The data obtained during the selection process is not only used in coming up with the right person to handle a specific task in the organization, but it is also essential in another organization process (O'Donohue, 2016). Formal selection criteria identify the abilities and strength of the potential candidates; thus, after selecting them, it will be much easier for the operations managers to assign them roles. Due to this reason, the new employee will adapt easily and quickly to the organization system. It will be advantageous to the organization because its performance will not be lagged (Coller et al., 2018).

Performance Appraisal Data

Promotion serves as a reward to the employee, and hence, every determined employee works hard in an organization to gain it. It raises the status and adding more responsibility to an employee. With these reasons, the process is susceptible, and therefore the HR should carry it out cautiously to ensure there are no conflicts resulted from the decision made (Alfes et al., 2020). Promotion can be done vertically or horizontally, and it is not normally associated with salary increments. Human resource managers use various dimensions that are associated with performance in selecting the right candidate (DeNisi & Murphy, 2017).

A performance appraisal will be of great use in promoting the Sleep Tight Inn's employees. The criteria are based on an individual's standard of performance to actual performance in the organization; this provides details to the managers of the job-related behavior and performance of a particular employee for a specific duration of time (Ljungholm, 2017). Appraisals also contribute to the career planning of the employed individual. Employees are given the chance to evaluate plans in career, putting their abilities and strengths into consideration (DeNisi & Murphy, 2017).

Conclusion

An organization can increase its performance through the combination of both performance appraisal and the promotion process. Performance appraisal is not determined by the gender or race of an individual, and hence it is a useful tool that cannot result in inequality. It is a continuous process, which presents an opportunity to identify the strengths and abilities of both the management and employ (Islami et al., 2018). Thus, the Sleep Tight Inn requires adopting the approach to create fair opportunities for all of its employees.

References

Adjei-Bamfo, P., Bempong, B., Osei, J., & Kusi-Sarpong, S. (2019). Green candidate selection for organizational environmental management. International Journal of Manpower.
https://doi.org/10.1108/IJM-10-2019-0480

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2020). International Journal of Human Resource Management. The International Journal of Human Resource Management.
http://www.ihrm2020.org/content/special-issue-international-journal-human-resource-management

Arbab, A. M., & Mahdi, M. O. S. (2018). Human resources management practices and organizational excellence in public organizations. Polish Journal of Management Studies, 18(2), 9-21. 10.17512/pjms.2018.18.2.01

Coller, X., Cordero, G., & Echavarren, J. M. (2018). Recruitment and selection. In Political Power in Spain (pp. 83-102). Palgrave Macmillan, Cham.
https://www.palgrave.com/gp/book/9783319638256

Compagnone, M., Hickman, D., & Acikgoz, Y. (2019). Personnel Security: Recruitment. Encyclopedia of Security and Emergency Management.
https://doi.org/10.1007/978-3-319-69891-5_215-2.

DeNisi, A. S., & Murphy, K. R. (2017). Performance appraisal and performance management: 100 years of progress?. Journal of Applied Psychology, 102(3), 421-433.
https://doi.org/10.1037/apl0000085

García-Lillo, F., Úbeda-García, M., & Marco-Lajara, B. (2017). The intellectual structure of human resource management research: A bibliometric study of the International Journal of Human Resource Management, 2000–2012. The International Journal of Human Resource Management, 28(13), 1786-1815. https://doi.org/10.1080/09585192.2015.1128461

Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection. Nelson Education.