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Kelli D Winters Leftwich
Assignment 2: Organizational Structure
8/10/2014
HRM -500 Professor Judie Bucholz |

Job analysis is a procedure to begin and document the job connection of employment techniques such as training, selection, compensation, and performance appraisal.
The interview method of gathering information requires that a HR specialist visit the site in which the customer service representative works and chat with the employees performing each job. A standardized interview system is used most often to record the information. Regularly, both the customer serviced representative and the supervisor must be interviewed to obtain a complete understanding of the customer service job. In some circumstances, such as team engaged jobs, group interviews also can be used, usually involving experienced job incumbents and or supervisors.
The interview method can be rather time consuming, particularly if the HR manager talks with three or four customer service representative. Professional and managerial jobs often are more difficult to examine and usually need longer interviews. Because of this reason combining the interview with one of the other methods may be beneficial.
Some of the advantages of this method: * Allows the obligatory to define responsibilities and duties that are not observable. * The customer service representative knows the exact duties of the job and supervisors are mindful of the job’s correlation to the rest of the organization. * Can produce data about intellectual and psychomotor methods which are typically hard to observe. * Qualitative statistics can be observed. * The whole thing works well for occupations with long job rotations.

Some of the disadvantages of this method: * Entails knowledgeable interviewer and clever questions. * Can be seen as problematic or challenging to combine data from dissimilar interviews. * Statistics collected is subjective and should be substantiated. * Possibly will bring about inessential data.
Common methods are observations, interviews, questionnaires, and specialized methods of analysis. Arrangements of these approaches frequently are used, contingent on the situation and the organization..
The idea of observation method in job analysis without question has the same meaning as the Oxford Dictionary defines. Once a job analyst or in this case a HR manager observes an employee as the research subject, the HR manager has to monitor, watch, and record the actions of research subject without any direct contact. The Observation method of job analysis is matched for jobs in which the work behaviors are visible involving some amount of movement on the part of the inescapable, or on job tasks that are short in time length permitting for countless observations to be made in a small amount of time or a important part of the job can be detected in a short period of time, or jobs in which the job analyst can acquire info about the job concluded from observation.
Some of the advantages of this method: * Having first hand material to go by. * Guileless and ease of use. * Confirms data from other resources. * Useful for manual and psychomotor tasks.
Some of the disadvantages of this method : * Time utilized can be viewed as overwhelming. * Might bias employee performance. * Lesser or a light trial size. * Have a need for a skilled observer. * Cogency and trustworthiness may be difficult. * Not useful for occupations entailing of mainly mental responsibilities.
Questionnaires can be completed and information filled out by personnel on an individual basis or by HR manager for a group of employees. Questionnaires differ in the point to which they are arranged. Reasonably unstructured questionnaires ask questions that are open-ended, or seek an unstipulated or vague answer.
Some advantages of this method are : * Does not necessitate a skilled interviewer. * Somewhat less expensive than other methods. * Can have a wider range or scope to obtain info from. * Data is consistent (controlled).
Some disadvantages of this method are: * Could be challenging to conceptualize. * May perhaps have a truncated reaction rate. * Retorts may be half-finished or inadequate. * Retorts may be hard to interpret as far as open-ended questions are concerned.
The most frequently used job analysis technique is to talk to somebody who is currently doing the job and to consult existing documents if available. However, it has been concluded that over the past twenty years, there has remained a growing awareness that the development should be grounded on something more arduous and systematic. Customer service is one of the most imperative and lengthened characteristics of today's professional environment. Considerable of the open market depends on distant communication for buying and selling, in line for or in large part to the internet and the explosion of digital communication device usage. A customer service representative is liable for upholding a positive and encouraging department to keep customers, and employers, satisfied.
In answer to the question as to which technique is best, as with most things, there is no ideal approach according to the research by Levine et al. (1983). As a HR manager I would want my job analysis to succeed so I would lean towards a multi dimensional method. It is now generally recognized that a multi-method approach is needed to do evenhandedness to the lushness of most jobs. This is for the reason that, as mentioned before, the dividing line between job, worker and behavior concerned with questions is not clear, and by means of several sources of job analysis methods draws on all these forms of information. This also permits the HR manager to select the data which best fits their chosen application or job function. By intertwining different methods it allows you to tweak the needs of the every changing business. Systematic examination of what people do, how they do it, and what results they achieve by doing it.
Job design is the subsequent step after job analysis that aims at charting, and organizing tasks and responsibilities related with a particular job. It mixes job responsibilities and qualifications or skills that are essential to perform the same. There are various methods or approaches to do this but the two in which I consider the most important are the motivational approach and the biological characteristics approach. Job design has been defined by Davis (1966) as: “ the specification of the content, methods and relationships of jobs in order to satisfy technological and organizational requirements as well as the social and personal requirements of the job holder”.
The motivational approach of job design placed emphasis on planning a job around the people or employees and not around the organizational procedures. In other words it distinguishes between the need of designing jobs that are satisfying whether it may be financially and or otherwise and fascinating at the same time. Giving to this approach jobs should fulfill a person’s need for recognition, respect, growth and responsibility. Job enrichment as simplified by Herzberg’s research is one of the ways in motivational approach of job design.
The biological characteristics approach was made popular by Hackman and Oldham. According to this approach there is a direct connection between job satisfaction and rewards. They said that workers will be their industrious best and committed when they are compensated appropriately for their work. They laid down five core dimensions that can be used to describe any job, they include skill variety, task identity, task significance, autonomy and feedback.
Job design is a very important function of staffing. If the jobs are designed properly, then highly efficient employees will want to join the organization. They will be motivated to improve the productivity and profitability of the organization. On the other hand, if the jobs are designed poorly, then it will result in absenteeism, great risk labor turnover, conflicts, and other employment problems. These challenges can be met by any method of job design. The challenges that could be had if the motivational approach lacks substance is loss of scope of the job. The scope of the job should be appropriate. If the scope is slim, then the job will not be challenging. It will not give a chance for development. The employee will not get gratification after finishing an easy or novice task. If the scope of the job is very extensive, then the employee will not be incapable of handling it appropriately. This will cause stress, thwarting and loss of control. Therefore, scope of the job must be well-adjusted and appropriate. Jobs must be designed according to the necessities of the organization. The job should be so stimulating that it takes up the full-time and effort of the employee. Therefore, the duties and time of the employees need be fully used. If this condition is not met, the employee will have a lot of free and idle time on their hands. They will use this free time to interfere in the work of other subordinates. This will cause complications and struggles because subordinates do not like excessive interference from their superiors. We cannot use the same job design for all organizations.
Now on the biological side the challenges that could be had deals with the financial aspect. Higher financial cost in the organization due to changes in equipment or environment. It would also increase the likelihood of error and in turn the employees would feel less than gratified and the employer would have to invest more funds time and effort in training and retraining.
As we see, job design is a systematic organization of work related tasks, household tasks, roles and duties. It is a unremitting process of mixing of content related to job in order to attain certain objectives. The process plays a dynamic role as it affects the production of employees and organizations.

The smartest employers, who hire the best people, recruit a pre-qualified candidate pool of potential employees before they need to fill a job. Or, as Harvey Mackay, well-known, irreverent, author and speaker, says about networking, Dig Your Well, Before You're Thirsty. A strategy that the organization can implement to attract and select qualified applicants could be to offer a referral program with incentive for the employee. Referral programs can do marvels for a business. Referred employees have a greater retention rates and increase employee commitment in their business. By opening up the opportunity for more people to make referrals only increases your chances of finding good talent that is if the right people are doing it. Keep in mind that this isn't about filling an open space, this is about filling the right slot with the right person.
My second idea or strategy would be to elevate what we use daily, the world wide web. Instead of the , dryly transcribed job listings about an open positions, our web site will need to include this vision, this info that sets your business apart from others in your business. Our job listings must ooze with personality and charm so a probable candidate thinks, "this organization is for me." Then, now that you have their attention, we also need to make available a way for candidates to easily submit resumes for consideration for future openings.
A successful way to ensure that your companies job analysis is working would be to measure the employees to handle each function on the job analysis from a scale of 1-10. I would identify three to five areas that would be key routine objectives for the year. The choice of zones may be determined by the establishment's strategic plan, by the employee's wish to improve outcomes in a certain part of their job, or by a need to emphasize a particular aspect of the job at this time. These are objectives that are critical to the inclusive conquest of the position. If the employee does not meet their acute objectives then overall performance will be gauged as unsatisfactory.
Often the most problematic parts of the measurement phase of the job analysis is coming up with an suitable and flawless language to describe the performance objectives and measures or indicators of success. Well not only does the description of the job analysis need to be met, but it needs to be met in a way that is pleasing to the customer seeming this is customer service. If the measure used solely deliberates the number of clients served (i.e. what was completed), then the quality of service or how well it was done is not captured. Assessing both the "what" and "how" would be a more effective measure for worthy customer service. For instance, in addition to the number of patrons helped, the quality of the material provided and a grievance rate of 1% or less might signify respectable consumer service.
Lastly I would create a competency file to be fair. If an employee failed in a metric , that was in the job analysis it would be in the competency file. The file would allow for a contingency plan to show how they plan on meeting the metric. Performance assessment forms often include rating scales to help guide and simplify the assessment process. When problems are identified with performance, provide support like training and coaching, and adequate time for the performance to progress.

Resources
Rothwell, W., & Kazanas, H. (2004). Improving on-the-job training how to establish and operate a comprehensive OJT program (Revised/Expanded ed.). San Francisco: Pfeiffer.
E. Levine, R. Ash et al. (1983), Evaluation of job analysis methods by experienced job analysts.
Mackay, H. (1997). Dig your well before you're thirsty: The only networking book you'll ever need. New York: Currency/Doubleday. Academy of Management Journal, 26, 339-348