Hr Portfolio
HR PORTFOLIO
Name: Shanika Jayasooriya
Student ID: JASHD13
Lecturer: Mr. Ranjith De Silva
Subject: Human Resource Management (MAN2145)
Table of Contents
1.0 Research Synopsis 3 2.0 Job Analysis 4
2.1 Importance of Job Analysis 4
2.2 Steps in a Job Analysis 5
2.3 Components of a Job Analysis 6
2.4 Uses of Job Analysis Information 6 3.0 Job Description 8
3.1 Components of a Job Description 8
3.2 Uses of a Job Description 9
3.3 Relationship between Job Analysis and Job Description 9 4.0 Job Analysis Interview 10
4.1 Job Analysis Methods………………………………………………………………………………………….10
4.2 Job Analysis Questionnaire 11 5.0 Developing a Job Description 15 6.0 Reflections 17 7.0 References 19 8.0 Appendix 20
1.0 Research Synopsis
In the current era people are considered the most important asset to an organization. In today’s highly competitive economy, placing the right people in the right position at the right time is very critical for the success of any organization.
Job Analysis is the foundation for every employment decision made in an organization. Human resource professionals and consultants use job descriptions and job analyses as basic building blocks for many human resource functions, including recruitment and hiring, performance evaluations, and salary ranges (Levine, Sistrunk, McNutt, & Gael, 1988). Job descriptions and job analyses are essential to businesses. They help to ensure that the correct people are hired for the job (Brannick, Levine, & Morgeson, 2007). Therefore, it is important to see to it that job descriptions and job analyses are done properly and are thorough because the accuracy of these tools will in turn affect the quality of many HR functions (Fleishman & Mumford, 1991).
Because job descriptions and job analyses are so important to HR functions, evaluating the quality of these two tools and how well they fit together is important. Job descriptions are meant to be developed from job analysis
Name: Shanika Jayasooriya
Student ID: JASHD13
Lecturer: Mr. Ranjith De Silva
Subject: Human Resource Management (MAN2145)
Table of Contents
1.0 Research Synopsis 3 2.0 Job Analysis 4
2.1 Importance of Job Analysis 4
2.2 Steps in a Job Analysis 5
2.3 Components of a Job Analysis 6
2.4 Uses of Job Analysis Information 6 3.0 Job Description 8
3.1 Components of a Job Description 8
3.2 Uses of a Job Description 9
3.3 Relationship between Job Analysis and Job Description 9 4.0 Job Analysis Interview 10
4.1 Job Analysis Methods………………………………………………………………………………………….10
4.2 Job Analysis Questionnaire 11 5.0 Developing a Job Description 15 6.0 Reflections 17 7.0 References 19 8.0 Appendix 20
1.0 Research Synopsis
In the current era people are considered the most important asset to an organization. In today’s highly competitive economy, placing the right people in the right position at the right time is very critical for the success of any organization.
Job Analysis is the foundation for every employment decision made in an organization. Human resource professionals and consultants use job descriptions and job analyses as basic building blocks for many human resource functions, including recruitment and hiring, performance evaluations, and salary ranges (Levine, Sistrunk, McNutt, & Gael, 1988). Job descriptions and job analyses are essential to businesses. They help to ensure that the correct people are hired for the job (Brannick, Levine, & Morgeson, 2007). Therefore, it is important to see to it that job descriptions and job analyses are done properly and are thorough because the accuracy of these tools will in turn affect the quality of many HR functions (Fleishman & Mumford, 1991).
Because job descriptions and job analyses are so important to HR functions, evaluating the quality of these two tools and how well they fit together is important. Job descriptions are meant to be developed from job analysis
References: * Bowen, C. C. (2003). A case study of job analysis. Journal of Psychological Practice, 8, 46-55. * Brannick, M. T., Levine, E. L., & Morgeson, F. P. (2007). Job and Work Analysis: Methods, Research and Applications for Human Resource Management. Thousand Oaks, CA: Sage Publication. * Ash, R. A. (1988). Job analysis in the world of work. In S. Gael (Ed.), The Job Analysis Handbook for Business, Industry and Government, I, 3-13 * Ash, R * Levine, E. L., Sistrunk, F., McNutt, K. J., & Gael, S. (1988). Exemplary job analysis systems in selected organizations: A description of process and outcomes. Journal of Business and Psychology, 3, 3-21. * Stone, R.J. (2010). Managing human resources 3rd. edn. John Wiley & sons Australia Ltd. * Jones, R. (2011). Managing Human Resource Systems (2nd Ed.).Pearson * Levine, E * Fleishman, E. A., & Mumford, M. D. (1991). Evaluating classification of job behavior: a construct validation of the ability requirements scales. Personnel Psychology, 44, 523-575. * Cascio, W. F. (1998). Applied Psychology in Human Resource Management, 5th edition * HR-Powerhouse.com. (2005). Job Description: Uses of Job Description. Retrieved 05 01, 2013 from: http://www.entrepreneur.com/article/78506 * Managementstudyguide.com