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Explain job analysis and designs system in term of HRMS?

Introduction Human Resource Management (HRM) systems consist of two major components: job an alysis and job design. They have widely-differing contributions on building HRM systems attributed to the change of organizational strategy. Job Analysis: Job analysis is the formal process of identifying the content of a job in terms activities involved and attributes needed to perform the work and identifies maj or job requirements. Job analyses provide information to organizations which hel ps to determine which employees are best fit for specific jobs. Job analysis could be categorized into job descriptions and job specifications, which include human resource planning, recruitment, selection, training and deve lopment, occupational health and safety, It is complexly collaborated into a bas ic human resource management tool for managers to clearly utilize and understand precisely how jobs were changing within an integrated HRM system. The purpose of job analysis is to provide accurate job descriptions and identify needs for training and development so as to focus on tasks and competencies. Jo b descriptions represent the criteria and requirement of a position needed to ac hieve the highest standard of performance. That is, finding the right person to do the right job. For example: Owners of a 5-star hotel restaurant would not be looking for a teenager to be th e food and beverage attendant due to the reason that they might need the employe es to be sophisticated in order to come across different customers at a very pro fessional waitressing standard. Therefore, a correctly worded job analysis would be highly considered as the first stage of HRM systems employee selection and rec ruitment. Job Design: Job design is defined as a set of literatures that integrates different forms of work models and approaches to demonstrate the characteristics of a designated j ob. It also refers to how employees perform in a particular content and structur e of work. It is vital to demonstrate major categories of work design outcomes i nto attitudinal, behavioral, cognitive, well-being, and organizational. In regar ds to HRM system development, job designs help to provide a high level of manage ment strategies upon increasing opportunities skill utilization and cognitive de mand of intrinsic job satisfaction. Joint influence of both job characteristics and utilizations are perceived as to support job redesigning and restructuring. Organizational Restructuring strategy would be effective if there is a strong as sociation between employee empowerment and the implementation of job design. Stu dies show that highly job involvement leads to a more effective and efficient bu siness strategy towards the focus on organizational performance. Consequently, S trong relationship between job redesign, empowerment, and affective commitment w ould provide essential support in achieving organizational goals and objectives. Conclusion: To conclude all the points discussed above, job analysis and design of work has been contributing in building HRM systems in different perspectives. It includes the interpretations of job selections; identifications of new skills and compet encies of job analysis; Correlation between job redesign and effective organizat ional restructuring strategy; empowerment and overall organizational performance . Although there are limitations on job analysis and difficulties to be encounte red in the HRM systems, they could be overcome by well-developed organizational strategies attributed to effective demonstrations of HR tools so as to achieve a higher level of organizational performance. Therefore, organizations have to co nstruct accurate job analysis and design of work as they have major contribution s to both the HRM systems and organizational strategy and performance as a whole .

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