HRMT 386 Lecture Notes - Lecture 3: Social Reproduction, Job Analysis
2 Jun 2018
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Unit 3
Review Your Progress
You should now be ready to write two- to three-paragraph answers to these
questions:
1. How is job analysis related to other HRM functions?
bs are created. That is, they do not come into existence magically or naturally.
Instead, a job reflects a series of decisions made by an employer (explicitly or
implicitly) about how the job will achieve an objective. As such, the process of job
analysis and design has both technical and political dimensions.
For example, an employer that decides a business will be most profitable if jobs
are broken down into simple and highly regimented steps is making decisions
about work flow, organizational structure, and job specification. These decisions
influence subsequent HRM functions such as recruitment and selection (i.e., who
gets hired), compensation (i.e., what the person get paid), and performance
management (i.e., how the person is supervised).
e first step in creating a job is analyzing what work needs to be done. By
delineating the desired outcomes and then working backwards to identify the
desired activities, employers make strategic choices about the way work will be
organized. Some organizations will organize work in a traditional or standard
manner, based on full-time, permanent jobs. They may also decide to pay
attention to developing the skills of workers and providing flexible work hours.
Some authors have called this approach the “high road.”
The key point here is that workflow analysis is not a neutral or an entirely
technical activity. Employers and HR practitioners are making decisions about
what sort of workforce they will have and how they will treat workers. These
decisions set the tone for subsequent HRM functions, such as creating a
recruitment plan and establishing compensation policies. They also affect the
quality of the workers’ lives.
2. Why might employees resist job analysis?
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Document Summary
You should now be ready to write two- to three-paragraph answers to these questions: how is job analysis related to other hrm functions? bs are created. That is, they do not come into existence magically or naturally. Instead, a job reflects a series of decisions made by an employer (explicitly or implicitly) about how the job will achieve an objective. As such, the process of job analysis and design has both technical and political dimensions. For example, an employer that decides a business will be most profitable if jobs are broken down into simple and highly regimented steps is making decisions about work flow, organizational structure, and job specification. By delineating the desired outcomes and then working backwards to identify the desired activities, employers make strategic choices about the way work will be organized. Some organizations will organize work in a traditional or standard manner, based on full-time, permanent jobs.
