What is the role of job analysis in HRM and how does

it relate to other HRM functions?

Is to obtaining information about a job by

determining its duties, tasks, or activities
• Strategic HR planning. A job analysis is used to examine a company’s organizational structure and strategically position it for the
future. Does the firm have the right numbers and types of jobs and skills needed to cover the scope of its activities now and in the
future? In addition, are the jobs aligned with one another, or do their purposes or duties conflict with one another? Conducting a job
analysis helps ensure alignment.

• Workflow analysis and job design. The information generated by a job analysis can be used to analyze a company’s work processes
—that is, how work is done. Would rearranging an organization’s workflow or jobs help a company better compete? Can the nature
of the jobs be redesigned to improve the firm’s performance?

• Recruitment and selection. Job analysis permits HR managers to identify job specifications or qualifications required for the job. This
information enables recruiters to target sources that are most likely to generate qualified candidates. It also allows HR managers to
design appropriate selection programs.
Compare and contrast two approaches to job analysis: (1) the position
analysis questionnaire
(PAQ); and (2) the critical incident technique (CIT).

Position Analysis Questionnaire (PAQ)

• The questionnaire covers approximately 300 tasks and asks the analyst to indicate the degree to which the
different types of task is involved in performing a particular job.

The Critical Incident technique

• Critical incident method – A job analysis method used to identify bothdesirable and undesirable behaviors
that resulted in either a very good outcome or a very bad outcome on the job
Identify and explain the various sections of a job description.

Job title
• Provides status to the employee
• Provides an indication of what the duties of the job entail
• It is also of psychological value to the employee, providing status and "worth."

2. Job identification section

• Contains administration information such as a numerical code for the job, to whom the jobholder reports, and wage
information
• Contains a “Purpose” statement which distinguishes the job from other jobs in the organization

3. Job duties section

• Task, duties and responsibility of the jobholder
• Typically arranged in order of their importance and sometimes indicate the percentage of time devoted to each duty
Given the increase in employees working remotely, what keys for
successful remote working should organizations keep in mind?

• Determine the Jobs Suitable for Telecommuting. Jobs that require face-to-face contact with customers or the use of specialized
equipment, or require a physical presence, such as security guards aren't candidates. Also, determine eligibility criteria to assess who is
or who is not eligible to telecommute based on their types of jobs or collective bargaining agreements, for example:
• Establish formalized telecommuting guidelines. The guidelines could cover hours of availability, office reporting periods, performance
expectations, and weekly progress reports or email updates.
• Identity the equipment. The equipment needed for telecommuting should be specified. What equipment is the firm provid-ling? What
equipment is the teleworker providing? Who provides technical assistance in the event of equipment disruption?
• Keep telecommuters informed. Physical separation can make telecommuters feel isolated and invisible. Department and staff updates,
including telecommuters on project teams, requiring their attendance at meetings, and "chat room' dit-cussions can keep telecommuters
'in the loop.
• Recognize when telecommuting is not working. State in telecommuting policies that the arrangement can be terminated when it no
longer serves the company's needs or if the employee's performance declines.
 Discuss the three psychological states that lead to intrinsically
motivated employees and the job
characteristics that produce them.
Autonomy: Autonomy refers to the sense of freedom and independence an employee experiences in their work. When employees have
autonomy, they feel empowered to make decisions and have control over how they perform their tasks.
• Jobs that offer a range of diverse tasks allow employees to make decisions and manage their time and resources independently.

Competence: Competence refers to an individual's belief in their ability to perform their job effectively. When employees feel competent,
they are more likely to be intrinsically motivated to excel at their work.
• Jobs that require a diverse set of skills challenge employees and provide opportunities for skill development, leading to a sense of
competence.

Relatedness: Relatedness refers to the sense of connection and belongingness an employee experiences in the workplace. When employees
feel a sense of relatedness, they are more likely to be intrinsically motivated to contribute to the team or the organization.
• Jobs that have a meaningful impact on others create a sense of connection and relatedness with colleagues and the broader community.
 What are the different types of work schedules firms are offering their employees? In the era of COVID
when many jobs moved from the office to the home, flexibility on the job has become the new norm for
many workers. Discuss the advantages and disadvantages of a flexible work schedule?

In the era of COVID and the rise of remote work, firms have been offering various types of work schedules to accommodate the changing needs of their employees.
• Traditional 9-to-5: This is the conventional work schedule where employees work from 9 AM to 5 PM, usually at the office. While this schedule offers structure
and predictability, it may not be as flexible as other options.
• Flextime: Flextime allows employees to choose their start and end times within certain core hours set by the company. For example, an employee might have the
option to start work at 7 AM and finish at 3 PM or start at 10 AM and finish at 6 PM.
Advantages of a Flexible Work Schedule:
• Improved Work-Life Balance: Flexible schedules allow employees to better manage personal commitments and family responsibilities, leading to reduced stress
and increased job satisfaction.
• Increased Productivity: When employees have more control over their work hours, they can align their most productive hours with their tasks, leading to better
overall performance.
Disadvantages of a Flexible Work Schedule:
• Communication and Collaboration Challenges: Remote work or flexible schedules may lead to communication gaps and challenges in team collaboration,
especially when team members are in different time zones.
• Blurred Work-Life Boundaries: Flexible schedules might lead to difficulty in separating work and personal life, potentially causing burnout and reduced
productivity.