Competencies Job Analysis
Competencies Job Analysis
CHAPTER ONE
1.1 Background to the study
Organizations continuously change their processes and structures due to the dynamic forces in the environment (Beer, 1980). Such forces include; divestiture, changes in technology, working practices, employment legislation, and culture (Pearn & Kandola, 1998). This transition often means change in employees' roles and relationships thus the need for systematic job analysis procedures such as competence analysis to remove ambiguity and improve role clarity in order to ensure consistency with the new environment.
Competence analysis is that part of job analysis that is concerned with functional and behavioral analysis to determine work-based competencies and establish behavioral dimensions that affect job performance (Armstrong and Baron, 1995). It is a human resource tool that generates competence profiles that provide human resource baseline data which is utilized to design human resource instruments such as competence based job descriptions that enhance role clarity in organizations. The success of competence analysis depends on the role incumbents' capacity to uncover tacit knowledge and role complexities and the analyst's experience to guide role incumbents in the process. This removes ambiguity, improves role clarity and enhances reflective learning leading to improved individual and organizational performance (Munene, Bbosa & Eboyu, 2003).
Many organizations in Uganda and most Sub-Saharan Africa lack this vital human resource tool to produce generic role definitions. This has resulted into role ambiguity consequently leading to job related stress, job dissatisfaction that reduces organizational commitment and productivity subsequently undermining the overall individual and organizational performance (Munene et a/., 2003).
1The importance of involving role incumbents in profiling competencies was neglected in the job analysis exercise carried out in
CHAPTER ONE
1.1 Background to the study
Organizations continuously change their processes and structures due to the dynamic forces in the environment (Beer, 1980). Such forces include; divestiture, changes in technology, working practices, employment legislation, and culture (Pearn & Kandola, 1998). This transition often means change in employees' roles and relationships thus the need for systematic job analysis procedures such as competence analysis to remove ambiguity and improve role clarity in order to ensure consistency with the new environment.
Competence analysis is that part of job analysis that is concerned with functional and behavioral analysis to determine work-based competencies and establish behavioral dimensions that affect job performance (Armstrong and Baron, 1995). It is a human resource tool that generates competence profiles that provide human resource baseline data which is utilized to design human resource instruments such as competence based job descriptions that enhance role clarity in organizations. The success of competence analysis depends on the role incumbents' capacity to uncover tacit knowledge and role complexities and the analyst's experience to guide role incumbents in the process. This removes ambiguity, improves role clarity and enhances reflective learning leading to improved individual and organizational performance (Munene, Bbosa & Eboyu, 2003).
Many organizations in Uganda and most Sub-Saharan Africa lack this vital human resource tool to produce generic role definitions. This has resulted into role ambiguity consequently leading to job related stress, job dissatisfaction that reduces organizational commitment and productivity subsequently undermining the overall individual and organizational performance (Munene et a/., 2003).
1The importance of involving role incumbents in profiling competencies was neglected in the job analysis exercise carried out in