Collecting valid and reliable information to analyze occupations is an extremely important component of organizational behavior, particularly human resources (HR). Nevertheless, despite job analysis being a primary function of HR its overall importance to the organization cannot be overestimated. Well conducted job analyses involve valuable feedback from supervisors and employees, enabled HR managers to redesign or improve jobs, and help set a fair wage in light of duties and responsibilities entailed by different positions. Job analyses also enable the creation of job descriptions that attract valuable human resources. Well conducted job analyses often lead to a more productive and motivated workforce. There are a variety of ways to perform job analyses, but the job analysis process always represents the collection of information.
There are a variety of methods for collecting information on job duties, responsibilities, and other information pertinent to specific positions. No one is superior to the others and often a combination of methods is appropriate because each is suited to providing information on different aspects of the job. As Dessler (2000) maintains, “…an interview might be appropriate for creating a job description, whereas the position analysis questionnaire…is more appropriate for determining the worth of a job for compensation purposes” (87). The job analysis process also includes overlap with respect to the interaction of the HR specialist or manager, the worker’s supervisor, and the worker in a particular position. A supervisor may work with the HR manager to list the duties and responsibilities of the job, while the worker and supervisor might review them for any possible discrepancies between the list and the actual requirements of the position. Only through such a thorough and accurate analysis of the job can the process be most fruitful.
...