Human Resources Job Analysis: Task-Based Approach

Introduction

There are different departments in organizations and companies. However, human resource management is considered among the most important. Human resource management mainly deals with employees’ recruitment, placement, promotion, termination of employment and designing of positions with regards to tasks and responsibilities among others. Job analysis is mainly conducted with the aim of preparing job specifications and descriptions so as to aid the hiring of the most qualified candidate. The main purpose of conducting a job analysis is to document work and its requirements. There are different approaches that can be used to analyze jobs, for instance, a task-based approach. This is a job analysis paper with the main focus on entrance level human resource management position through a task-based approach.

Applied scales

The task-based approach revolves around three basic elements especially when functional job analysis is applied; they are data, people and things. The task-based approach mainly applies concepts of functional job analysis. A task-based approach through functional job analysis incorporates seven scales in describing what workers do. They include language, math, things, data, worker instructions, people and reasoning.

These scales are sensible with regards to entry human resource management position due to several reasons, for instance, language; a human resource manager should possess good communication skills. Worker instructions: human resource managers should be able to effectively direct employees in the entire organization where they work. Reasoning and people: human resource managers mainly deal with employees in an organization, hence, they should be able to effectively reason with the respective employees. The task-based approach also incorporates other scales such as importance, time spent and frequency. Job analysis aims at answering the following questions:

  1. Reason for the job existent;
  2. Mental and physical activities that a worker undertakes;
  3. When the job should be performed;
  4. How the worker should do the respective job;
  5. Qualifications required in to perform the respective job;
  6. Prevailing working conditions;
  7. Types of equipment and machinery used in the respective job;
  8. Constituents of successful performance (Sidney, 2008).

Considering elements that are analyzed through a task-based approach, the approach is sensible and has a clear pattern of analysis, for instance, constituents of successful performance. Different jobs have different constituents that signify successful performance based on the expected performance scale with regards to experience and qualification of the respective position, for example, human resource management entrance level.

Types of equipment and machinery are used in the respective job

Different positions require different types of equipment and machinery to effectively and adequately execute and perform duties to the expected standards. Therefore, this scale ensures that entry human resource managers have the necessary types of equipment and machinery to effectively and adequately perform their duties (Cronshaw, 2009).

Prevailing working conditions

Employees should be subjected to favorable working conditions to ensure high performance.

Qualifications required to perform the respective job

Different job positions have different qualification requirements depending on the nature of the job, duties and responsibilities vested upon the position among others. Analysis of the qualifications required in the human resource management entry position assists in the assignment of the most qualified candidate or employee for the respective position ensuring effective operation in the respective department and the entire organization.

Reason for existent of the respective job

Different positions are created within an organization with different reasons especially organizational goals and objectives. Furthermore, each organization has expectations for each position created in an organization especially contributed to the achievement of goals. Therefore, stating the reason for the creation of an entry human resource management position may assist in the determination of the expected outcome and contribution of the position to the well being of the respective organization (Cascio, 2005).

Where the job should be performed

Where a job should be performed is determined by the nature of the job and what ought to be done. There are certain jobs that are done in offices while others in the field due to the nature of the respective jobs. Therefore, the nature of entry human resource management position determination assists in determining where it should be done and how it should be conducted (Sidney, 2008).

Most important tasks

All the scales used in the analysis of the job were equally important. However, people, data and things were considered the most important tasks. The entry human resource management position deals with employees just like any other position in the human resource management department. Therefore, the most important task is the effective management of people, which are employees in their respective organizations. Secondly, maintaining data, which our employees’ records and records of the respective department. Finally, things, which are equipment and machinery expected ineffective and adequate performance of duties in the respective position (Fine, 1999).

Recommendations

The scale used in the analysis of the job is effective; however, there are certain improvements that can be made on the same scale to increase its efficiency. Emphasis should also be made on working conditions, qualifications and reasons for the establishment of the respective position. Effective coordination of these scales with things, people and data scales can ensure effective and reliable analysis of the respective position or job.

References

Cascio, W. (2005). Applied Psychology in Human Resource Management. New York: Pearson Education.

Cronshaw, F. (2009). Human Resource Management: Job analysis. New York: Pearson Education.

Fine, S. (1999). Functional job analysis: A foundation for human resources management. Oxford: Oxford University Press.

Sidney A. (2008). Job analysis: Task-based approach. Indiana: Indiana Printing Press.