Organization structure
Introduction
All organizations consist of positions that have to be staffed. Job analysis then is the procedure or the model through which management or an entrepreneur determines the duties and specifications of these positions thus understanding the requirements of the people to be employed. Job analysis produces information that used for writing job descriptions - a list of what the job entails, and job specifications. This begs the question: What are these job analysis methods? Job analysis information can be gathered in many ways. One consideration is who is to conduct this analysis. Frequently, a member of the HR staff manages this task.Approaches to job analysis
Observation as a method includes a manager, a job analyst or any of the industrial engineers observes the one who is performing this exercise. Among these methods are Direct observation, methods aimed at analyzing the work and techniques for critical incident. Direct observation relies on the analysis of the job so that we can observe and make clear records of events or activities. These duties and tasks are also key in this collection of data. Work methods analysis are very practical to describe in depth both manual and manufacturing jobs. Assembly lines are perfect examples of this form of analysis. Such analysis comprises of inquiry of time, motion study and micro-motion. Critical incident technique, also known as CIT can be applied to discover behaviors toward working which can aid grouping performance into good and bad ranks (Cardy, 2011).
Interviews are among other methods to analyze data. Under interviews are questionnaire methods, the questionnaire is used to assist one who will conduct the interview of the incumbent(s). Requests are given to both incumbents and managers under which such forms of an individual or a group. An interview includes structured interviews, unstructured interview and open-ended questions. There are several practices of questionnaire which can be used during interviews. Position analysis questionnaire (PAQ) is a model that consists of technical questionnaires that are used to analyze jobs. This model expanded on this structure to measure the features of the job and then related them with the characteristics of human.
Functional job analysis, also FJA, which explains that there are seven scales or otherwise represented as numbers of the technique. Work profiling system is another technique which also analyzes jobs. This technique makes usage of a computer-administered system and environment. This is a model discovered by Saville & Holdsworth Ltd. The other is the MOSAIC model (Cardy, 2011). This method relies on gathering information from both the incumbents and the supervisors or management. All these job tasks are created on the prominence level to make sure that the job performance is maintained. The Common metric questionnaire (CMQ) was fathered by Harvey and considered a job analysis of ‘worker-orientation’. It is widely used in both exempt and non-exempt jobs. Lastly, the Fleishman job analysis system consists of 52 rational, physical, sensory ability and psycho-mentor capacities. Each of these categories consists of two sections which are: a categorizing scale and an operational and differential definition. However, combination of methods is the best solution when examining approaches that you can take as the HR manager.
There are many problems identified with job analysis like the lack of proper management. If the management cannot communicate efficiently with the other incumbents, then the whole system fails. Inadequate training of the analyst and incumbent also is a big problem. This can be corrected be educating and training executives so that the analyst cannot have incumbents who will change statistics of the job analysis (Greenhaus, Callanan & Godshalk, 2010). Lack of flexibility is an emergency due to the stakes involved; many disadvantages can be mitigated by using two or more methods of job analysis. Use of a single source of data causes the information basis of job analysis to be inclusive from internal one source to external ones.
Other practical disadvantages are absence of a review, lack of active participation of all stakeholders and the time spent on the job analysis being too lengthy. The purposes of job analysis are paramount for contents like job responsibilities that should be involved in adverts of available positions. Wage levels help determine the allocation of salaries and the minimum requirements including both education and experience for showing applicants. Applicant appraisal and evaluation forms coupled with orientation materials for new hires are the last purpose. Some of the purposes of job analysis in job design include reduced personnel costs and streamline work processes. The others are increased productivity and employee empowerment, enhancing job satisfaction and provides greater scheduling flexibility for the employee and simplifying the jobs with too many disparate activities. The advantage of job analysis is that it identifies requirements in the labor law and compliance to the relevant labor bodies.
Strategies in CSR
Under the scientific approach, job analysts take special pains to design jobs so that the tasks performed by employees do not exceed their abilities. The jobs designed in this way often result in work being delegated into uniform segments. These tasks lend themselves well to time and motion studies and to incentive pay systems, each for the purpose of obtaining high productivity. The scientific approach to job design is still an important part of many modern organizations. (Greenhaus, Callanan & Godshalk, 2010). Whereas the individual contemporary and the scientific approaches design jobs for individuals, the team approach designs jobs for teams of individuals. These designs show a concern for the social needs of individuals as well as the constraints of technology. Here teams of workers often rotate jobs, and many follow the product they are working on to the last step in the process.
In the team contemporary design, each worker learns to handle several duties - many requiring different skills. Thus, they can satisfy their needs for achievement and task accomplishment, as well as some needs for social interaction. When faced with decisions, teams that work well together try to involve all members in decision-making [teamwork]. If their decisions and behaviors result in greater output, all team members share the benefits. Typically, teams may start out making only a few decisions. Yet, after time, training and familiarity, they begin to make more decisions. Essentially, the team members pass through stages of greater empowerment- allowing people the freedom and authority to do their jobs well. In each new stage; they make more decisions, resulting in self-managed teams.
The Scientific approach is hindered by language barriers and low turnover or absenteeism whereas the team contemporary approach is hindered by non-cooperation from people and lack of interpersonal skills in the audience. This can be supported by; for the scientific approach, the advantages are that it ensures predictability, provides clarity, fits abilities of many people and can be efficient and productive. The disadvantages are that it may be boring or may result in absenteeism, sabotage, and turnover (Greenhaus, Callanan & Godshalk, 2010). For the team contemporary approach, however, the advantages are that it provides social interaction, provides a variety, facilitates social support and may reduce absenteeism problem. The only disadvantages are people may not want interaction, or it may require training in interpersonal skills or group no better than weakest member.
Conscription provides a wide platform for departments to set staff skill sets to initiatives or the company goals. This enhances a departmental and individual growth. Proper planning will prevent poor performance as earlier explained. The evaluation also helps with hiring the right person for the right position, character and team. When there is a newly created position, it is crucial to consider the strategic goals for the department and ask if they impact towards achieving the set goals. A quick analysis is also needed to conduct if there are gaps or missing links that need be solved.
Attrition sometimes does occur and when it does, replacing the role is typically the next step to take First, the considerations needed prudent to undergo a job analysis to fill in the position to what is currently needed to guarantee proper organization. After replacement, review the role and jobs present then make an informed decision to allocate the jobs appropriately. This is the second strategy that would be effective is to develop the position descriptions for interview purposes. Some of these descriptions are important because they pronounce obligations and activities to attract the best appropriate candidates (Greenhaus, Callanan & Godshalk, 2010). They also provide an opportunity clearly to link the value way of the role.
The increased maintenance as income is highest possible with lately applied employees. They also elevate online look for engine outcomes by guaranteeing job content top in candidate online look for engine outcomes when looking on-line. Descriptions isolate tasks, the workflow and responsibility, allowing the department to technique how it will run. Lastly, they assist in developing performance objectives Goal setting is the first component of effective performance management. Personal and group goals on customer service should be aligned with the agency’s customer service goals. If they are not, time, money, and energy will be channeled in the wrong direction and it is unlikely that the agency will provide best-in-business customer service.Measuring the outcome of CSR
Result or Outcome Measures are some of the Customer-focused measures which tell agencies, teams and individuals where they are in their endeavors to achieve goals (Jackson, Schuler & Werner, 2012). For customer service standards and goals, measuring the number of customer complaints, compliments, and awards received from customers and recommendations by customers to others to indicate customer satisfaction with the service or product. Customer satisfaction measures also could include comparing the final product or service to the customer’s requirements.
Using a process flowchart to identify process measures is one way that many organizations determine key process measurements is to develop a flow chart of the entire work process. The flow chart enables organizations to pinpoint which part of the process should be measured in order to make improvements. Measuring customer dissatisfaction and knowing why customers are dissatisfied with agency services will provide guidance to managers and employees for areas of improvement. Feedback is the third component of a successful and effective performance management program (Jackson, Schuler & Werner, 2012). Research has shown that people who get reviews on efficiency comparative to their objectives than people who do not get reviews. Efficient reviews from customers are specific reviews work best when it pertains to a particular purpose.
Developing worker efficiency objectives before work starts is the key to providing concrete, purposeful and highly effective reviews. Informing workers that they are doing well because they surpassed their purpose by maintaining 10 percent more customers is more beneficial than simply saying “you’re doing a good job” (Jackson, Schuler & Werner, 2012). They should also be timely in order to have a highly effective client support program, and workers need reviews on a day-to-day basis regarding their efficiency on attaining their client support objectives. If an enhancement needs to be made in their efficiency, the earlier they find out about it, the earlier they get beneficial reviews, the more fulfilling it is to them. They are also appropriate. Reviews should be given in an appropriate way that will help improve efficiency best. Since people react better to information provided in a beneficial way, reviews should be indicated in a good reputation. This does not offer an opportunity of sugar-coating the situation.
Conclusion
Recognition and rewards: Monetary incentives, when goal setting and monetary incentives are combined, the increase in performance is dramatic. Money supports performance improvements through goal setting by these mechanisms. For example, money can increase goal acceptance or goal commitment. It can induce people to set goals. A monetary incentive can lead to the setting of higher goals than would be set in the absence of a monetary incentive. Non-monetary recognition of employee and team achievements of customer service goals often can be more valued by employees and be more significant at improving performance than monetary awards.
References
Greenhaus, J. H., Callanan, G. A., & Godshalk, V. M. (2010). Career management. Thousand Oaks: Sage Publications.
Cardy, R. L. (2011). Performance management: Concepts, skills, and exercises. Place of publication not identified: M E Sharp.
Jackson, S. E., Schuler, R. S., & Werner, S. (2012). Managing human resources. Mason, Ohio: South Western cengage learning.
