HRM- job analysis and design
The University of Melbourne is a large and developing corporation consisting of a diverse workforce of approximately 5000. The University realises that in order to achieve competitive advantage the firm must seek to harness their human resources in innovatory ways. Facilitation of such has been sought through the analysis and subsequent redesign of jobs. The current design of Human Resource Officer (HRO) strongly advocates the satisfaction of high quality work performance through the advancement of employee motivation. However, analysis provides that collateral refinement of the current design may further enhance the enrichment of the position.
II. Key Issues.
A. Job Analysis
The importance of job analysis to managers and organisations can not be understated. Almost every HR activity requires some type of information that is gleaned from job analysis (Noe, Hollenbeck, Gerhart and Patrick, 1994). The environmental challenges facing today's rapidly evolving business world demand a proactive response from managers and HR, the information provided by job analysis more readily facilitates such a response (Werther and Davis, 1996).
There is, hence, pertinence in the notion that job analysis is the building block of all that a HR manager does (Noe et al, 1994).
The prominence of job analysis in HRM is easily identifiable, the application extends much further than the shaping of job descriptions, but rather infiltrates a myriad of different HR activities such as, HR planning, selection, performance appraisal, training and development, and job evaluation (Blunt, 1986).
Broadly speaking there are three alternative approaches to job analysis, explication of job content, job requirements and job context. Fortunately, these are not mutually exclusive and each will yield different insights and information regarding the job. It is necessary to examine all three approaches together, because a dependence on any one will skew the analysis...