IMPACT OF JOB ANALYSIS ON JOB PERFORMANCE: A STUDY OF PUBLIC SECTOR ORGANIZATIONS OF PAKISTAN
By
Muhammad Safdar Rehman
NATIONAL UNIVERSITY OF MODERN LANGUAGES ISLAMABAD
April 2009
Impact of Job Analysis on Job Performance: A Study of Public Sector Organizations of Pakistan
By Muhammad Safdar Rehman
A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR DEGREE OF
DOCTOR OF PHILOSOPHY
In Management Science To FACULTY OF ADVANCED INTEGRATED STUDIES AND RESEARCH (Management Science)
NATIONAL UNIVERSITY OF MODERN LANGUAGES, ISLAMABAD April, 2009
DEDICATED TO MY KIND AND AFFECTIONATE FATHER MR.ABDUL REHMAN SOHALVI(LATE)
ACKNOWLEDGEMENTS
Myriad thanks to Almighty Allah, the Omnipotent and the
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I also solemnly declare that it shall not, in future, be submitted by me for obtaining any other degree from this or any other university or institution.
I also understand that if evidence of plagiarism is found in my dissertation at any stage, even after the award of a degree, the work may be cancelled and the degree revoked.
June 30, 2010 Date
______________________________ Signature
Muhammad Safdar Rehman Name
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ABSTRACT
Job Analysis forms the core of most human resource activities and can perform a number of functions. Researchers in strategic human resource management have established a relationship between human resource management (HRM) practices and organizational performance, but the relationship between HRM practice like Job Analysis – Job Performance, the intervening process recruitment, connecting Job Analysis and Job Performance remains unexplored. This research attempts to assess the impact of Job Analysis on Job Performance on the basis of the opinions of the employees of public sector regulatory authorities.
A survey questionnaire was designed and pre-tested. The study was carried out by taking a sample size of 568 employees of Pakistan public sector regulatory authorities from Pakistan Telecommunication Authority (PTA), Oil
Organizations are growing in size each and every day, which in turn creates a high demand for employees. This outcome, however, needs a systematic approach to determine the right employee for the right position. The process has become so large that organizations need specialized help from Human Resource Management (HRM) departments to ensure that the requirements of the position are met. Therefore, the HRM department provides the function of job analysis in order to select the right individual for the position. "Job analysis is a complex and vital part of every HRM program, as well as an important systematic process used within an organization to determine future members of the workforce." Job analysis
The term job analysis describes the process of obtaining information about jobs. Regardless of how it is collected, it usually includes information about the tasks to be done on the job as well as the personal characteristics (education, experience, specialized training, personality) necessary to do the tasks (Cascio, 2005).
3. Job analysis is the next step to consider the skills necessary for employees by job functions. To achieve the job analysis process one must consider the skills necessary for employees’ separated by job title or function. Employees can understand what the vital aspects of their jobs are by analyzing the entire job function and process. This process should include an explanation of primary job functions, how to produce them, and who is responsible for all parts, and the qualifications needed for all steps. Defining the key duties of each job function will benchmark all key elements to determine a systematic process. By identifying each job title or job function will allow management and staff to outline performance standards more
Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data
Analyzing jobs for an effective performance management framework, measuring employee’s skills and skill gaps should be properly measured. Job design is dependent upon the analysis of the job and the
Job analyses are important because they describe the differences and similarities of a job position. They help to create the job description of a position so that a person who wants to apply for that position will know what the “job duties, tasks and responsibilities” (Milkovich, Newman, & Gerhart, 2014) of the job will be and what they will be doing if hired in to that position. Job analysis also give job specifications of the “knowledge, skills and abilities” (Milkovich,
The reason for job analysis is to study and evaluate the things that a job is supposed to involve. This is describing exactly what skills are needed to perform the job, and what the exact qualifications are to fill the position. Job analysis is a method needed when the employee need to know the precise function. An example would be that an employee’s duties should be clearly stated. So, a jobs analyst is to observe the employee at his or her current duties. This is also helpful in deciding what the requirements are to perform this job more effectively. As well jobs continue to change so a job analyst n should watch for
Job design and analysis is the cornerstone of the Qantas HRM. Job analysis can be viewed as the hub of all human resource management activities that are needed for effective organizational functioning (Berman et al, 2009). Under job analysis, the HRM is responsible for planning, recruitment, selection, placement, and induction of workers (Berman et al, 2009). The procedures that are often supported by job analysis process include personnel selection, training, job evaluation as well as performance appraisal (Berman et al, 2009). In addition, the process of job analysis supports the Qantas organizational strategy in dealing with market competition and talent crisis. According to human resource theory, strategic HRM focuses on connecting all HR functions with organizational goals (Rothwell and Benscoter, 2012).
Job analysis is regularly employed in most work settings to forecast performance outcomes. A job analysis is a process of getting detailed information about jobs (Noe, Hollenbeck, Gerhart, & Wright, 2014). Personnel are the most valued part of the organization, so these individuals help the organization in reaching the desired goals. There are three elements of job analysis: job description, job specification, and job context. According to the U.S. Office of Personnel Management (n.d.), job analysis data is used to:
The Campbell, McHenry and Wise study (1993), demonstrates job performance is multi-dimensional. It consists of many types of behaviors. This model could be used as a way to measure top performers and high
A job analysis is a process to identify, to determine in detail, the particular job duties and the relative importance of the duties for a given job (Job Analysis: Overview, 1999). Judgments are made in the process about the data collected on a job. The purpose is to establish 'job relatedness' of the employment procedures. This would include training, selection, compensation, and performance appraisal.
Job analysis mention about how fare employee suit with the job. Therefore talent management strategy and practice most important to job analysis. When analysis of the job organization can identify three types of performance level as follows;
One factor that can be easily identified when looking closely at the success in management in a company, is that of employees' job performance. Job performance, "refers to the level to which an employee successfully fulfills the factors included in the job description" (p. 112). In every career, the productivity and success of an employee's work will be weighed differently, Some organizations or companies may base the success of a particular employee's work off of their quality of work, some may base it off of the quantity, or some may even base it off of the overall efficiency and skill of the work. Whatever the company may be looking for, it is for certain, that job performance is an important way for employers to check to see how an employee is doing on a certain project, and whether their skills are applicable to the job. It is important that the worker is performing well, and it is equally as important for the
This paper discusses the relative impact of recruitment/selection, training, and development for organizational effectiveness. First, recruitment and selection is discussed. Job analysis is very important in the selection process because it provides a realistic job preview and it identifies relevant traits and abilities needed for the job. Furthermore, predictive validity of several selection methods are discussed from which work samples, GMA, tests, and structured interviews are appeared to be the best predictors of future job performance. Second, the impact of training on organizational effectiveness is discussed. Training design issues are discussed, and it is argued that training can increase organizational effectiveness