hrm management
ntroduction
"It is in fact difficult to imagine how an organisation could effectively hire, train, appraise, compensate or use its human resources without the kinds of information derived from job analysis" (Ivancevich 1995, as cited by Stone 2002:129) The importance of human resources within an organization is becoming increasingly understood in today's rapidly changing and uncertain business environment (Davidson & Griffin 2000: 18). In order to assist employees in helping an organisation to reach its strategic business goals, effective human resource managers often gather job related information in a job analysis and job description, which is vital to creating or re-designing jobs which provide employees with a high level of job satisfaction (Stone 2002: 123). The basic human resource activity of gathering detailed information about a particular job's duties, tasks and responsibilities, can help organisations achieve strategic goals more efficiently and effectively by avoiding both duplication and overlapping of work in jobs, and also providing a job description by which employers are able to recruit and select the most appropriate employees for the job (Stone 2002: 128). By conducting a regular job analysis in order to create effective job descriptions, and utilising this information effectively, managers are able to design jobs keep employees motivated, performing at a high level and willing to retain their jobs, all while simultaneously utilising the element of human resources to achieve the organisation's goals (Davidson & Griffin 2000: 18)
Middle
For example, the problem of an employee identified as having an unsatisfactory level of production or skill for his or her job may be rectified by either deployement, or offering the employee training and development programs dervided from the infromation of a job analysis (Stone 2002: 128). In this way, human resource managers can utilise the benefits of a job analysis to affect and improve an employees level
"It is in fact difficult to imagine how an organisation could effectively hire, train, appraise, compensate or use its human resources without the kinds of information derived from job analysis" (Ivancevich 1995, as cited by Stone 2002:129) The importance of human resources within an organization is becoming increasingly understood in today's rapidly changing and uncertain business environment (Davidson & Griffin 2000: 18). In order to assist employees in helping an organisation to reach its strategic business goals, effective human resource managers often gather job related information in a job analysis and job description, which is vital to creating or re-designing jobs which provide employees with a high level of job satisfaction (Stone 2002: 123). The basic human resource activity of gathering detailed information about a particular job's duties, tasks and responsibilities, can help organisations achieve strategic goals more efficiently and effectively by avoiding both duplication and overlapping of work in jobs, and also providing a job description by which employers are able to recruit and select the most appropriate employees for the job (Stone 2002: 128). By conducting a regular job analysis in order to create effective job descriptions, and utilising this information effectively, managers are able to design jobs keep employees motivated, performing at a high level and willing to retain their jobs, all while simultaneously utilising the element of human resources to achieve the organisation's goals (Davidson & Griffin 2000: 18)
Middle
For example, the problem of an employee identified as having an unsatisfactory level of production or skill for his or her job may be rectified by either deployement, or offering the employee training and development programs dervided from the infromation of a job analysis (Stone 2002: 128). In this way, human resource managers can utilise the benefits of a job analysis to affect and improve an employees level