In the second decade of the 21st century in an uncertain and changing environment in the economic and geopolitical sphere, organizations must adapt to changes, but to do so successfully they must have the identification and commitment of their most valuable resource, the human resource, in addition to a solid knowledge and application of the foundations of Administrative Science. It is there where a widely studied topic becomes relevant, but it should be of primary interest in organizations, Job Analysis.
Based on various studies on Job Analysis, we can establish the following guidelines on the conceptual framework, importance, objectives, related management activities, requirements, its parts, existing methods and stages of Job Analysis.
POST CONCEPTUAL FRAMEWORK
It constitutes the segment of an organization, for which an individual is directly responsible, this is an important and basic organizational unit. The position serves to define the organizational activities that a person performs and to link these activities with those that other people perform to contribute to the achievement of the organization's objectives.
IMPORTANCE OF POSITION ANALYSIS
It provides us with information on the purpose, content, required skills (skills, intelligence, ability to execute something), as well as knowledge of the place where tasks are performed.
The Job Analysis provides information about the job and the human requirements necessary to carry out those activities. This job description and job specification information are the basis on which to decide what types of people are recruited and hired.
OBJECTIVES OF THE POSITION ANALYSIS
- Know the positions that exist in a company. Know their specific nature and know the skills, knowledge and experiences required. Know the mutual relationship between the positions.
MANAGEMENT ACTIVITIES LINKED TO THE POSITION ANALYSIS
- Equally and fairly compensate employees Place employees in the right positions Create plans for training and development Identify suitable candidates for vacancies Promote conditions that improve the work environment Know the real human resource needs of a organization.
POSITION REQUIREMENTS:
Intellectual Requirements: It has to do with the requirements that the applicant must have to perform the position adequately. (Basic instruction, previous basic experience, adaptability to the position, initiative, etc.).
Physical Requirements: They have to do with the amount and continuity of energy and physical and mental efforts required (visual capacity, dexterity or ability, necessary physical complexion).
Implied Responsibilities: Responsibility that the occupant of the position has, in addition to the normal work and its attributions (supervision of personnel, material, tools or equipment, confidential information).
Work Conditions: environmental conditions of the place where the work is carried out and its surroundings (Work environment, Risks).
POSITION ANALYSIS IS MADE UP OF 2 PARTS
1. Job Description:
It is a written explanation of the duties, working conditions and other relevant aspects of a specific position. All forms for job descriptions must be in the same format within the organization. The same general structure is essential to preserve the comparability of the data.
The job description consists of the following parts:
- Job Title Code Materials Considerations, Equipment Required Time Needed to Learn the Job Remuneration to Receive Work Schedule
Regarding the worker, the data to know are:
- Sex and age Required physical characteristics (weight, height, appearance) Manners, temperament (intelligence, reasoning, decision) Education, knowledge, experience, skills.
2. Job Specifications:
It is the descriptive synthesis of the position. It is the document that details an operation or task and the way to execute it, the disposition of the workplace, characteristics of the machines and tools as well as the functions and obligations of the worker. Write down the minimum requirements for the position to be efficiently performed.
METHOD
Direct Observation: It is carried out in full exercise of its functions, while the job analyst writes down the key points of his observation on the Job Analysis sheet. Observation is generally accompanied by an interview and discussion with the occupant.
Questionnaire: It is carried out, asking the staff to fill out a job analysis questionnaire, or to answer the questions related to all possible indications about the job, its content and its characteristics.
Direct Interview: It is the most flexible approach. If it is well structured, information can be obtained about all aspects of the position, the nature and sequence of the various tasks involved in the position, and the why and when. It guarantees a face-to-face interaction between the analyst and the employee, which allows the elimination of doubts and mistrust.
Mixed methods: To counter the disadvantages of the previous methods and to get the most out of the advantages, it is recommended to use the mixed methods. It results from the combination of the previous methods in the following ways:
Worker questionnaire and interview with the worker and his boss, separately or together.
STAGES IN THE ANALYSIS OF POSTS
Planning Stage: Phase in which all the job analysis work is carefully planned.
Preparation Stage: Phase in which people, diagrams and work materials are prepared. This stage can be simultaneous to the planning stage.
Execution Stage: Phase in which the data related to the positions to be analyzed are collected and the analysis is written.
In conclusion, organizations today must be able to respond to what is completely unpredictable, within certain limits of the organization's mission and guiding principles. The rapid change in our world requires organizations to be fluid and easily adapt their structures, products and services. Administrators must imprint the organization's values and mission on the minds of workers, who are the main asset and engine of an organization. It is in this context that Job Analysis becomes relevant, which is a fundamental tool in the management of human resources in an organization.
