Strategic_Job_Analysis_and_the_Benefits_of_Job_Analysis_to_Evaluation_Research

Introduction This article provides a general introduction about strategic job analysis and the benefits of Job Analysis to Evaluation Research. It begins by giving the research problems. It will continue giving the brief information about the objective of the research. Literature review from the articles will be then outlined. The summary concludes with summaries of both articles. Research problems Basically, job analysis is the systematic process of collecting information that identifies similarities and differences in the work. Job analysis is a method that usually used in personnel research and organizational psychology. In this finding, we discuss about the job analysis provides a systematic method for documenting program staffing and service delivery that can improve evaluators knowledge about program operations. Because of the central role that staffs play in the delivery of client services and client experiences, job analysis has particular promise for evaluating human services and social welfare programs. Nevertheless, job analysis can be integrated into traditional evaluation activities and the benefits of this addition will be significant. A basic job analysis methodology is described using an example of its application as part of an evaluation of a prisoner re-entry program. In the articles, he application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future. Given a rapidly changing internal and external world it is likely that many jobs will change in the future. This article reviews some new techniques that, when added to traditional job analysis procedures, may facilitate strategic planning for the development of personnel procedures such as selection and training. Examples of the new technique are presented, followed by a discussion of some topics requiring future thought and research. Potential consequences of job analysis are the ability of researchers to provide more concrete feedback to programs about the strengths and weaknesses of program operations and staffing that can be used for program improvement or reorganization and the development of replication manuals. Objective of research The objective of the research is to integrate different literature that have addressed the need for strategies job analysis and, describe our experience to date with a procedure to define jobs as they are likely to exist in the future. Additional research is needed to determine the level of staff and position information best suited to a range of evaluation methods as well as the most effective ways to translate job analysis findings into practice Researchers gain a broader understanding of the programs they are studying and an improved ability to make recommendations and draw conclusions regarding program outcomes and impacts. Potential consequences of job analysis are the ability of researchers. Our purpose here was to introduce practitioners and researchers to the potential importance of doing strategic job analysis. The ideas and early data presented here strongly suggest the need for research on an approach to job analysis that recognizes the changing nature of work and the possibility of anticipating KSA requirements prior to a crisis. Hopefully some curiosities have been twinge and the needed combinations of research and practice will emerge. In addition, the method described here is not sufficient for application to the human resources domains of hiring and other employment decisions where there are additional legal standards and federal regulations that must be met. Literature review Job analysis has placed importance role in human resources management and it has not merely been a function of its multiple uses. Among all the essential elements, the job analysis process is the most crucial matter that has to be discussed. There are numbers of question that need to be answered regarding the process of job analysis which are; what is the validity of SME(subject matter experts) predictions of the future' The issue here is the accuracy of the projections of the future if the futures ratings made by SMEs turn out to be accurate predictions, then selection and training programs can truly be designed for jobs of the future, and then, next issue is who are the most accurate judges of the future' In all forms of job analysis the specification of who the SMEs should be is problematic; the issue is not resolved in strategic job analysis. The approach taken in our work to date is to consult with a variety of individuals and solicit names of people who seem particularly knowledgeable and prescient. We have now used a very wide variety of SMEs in our application of the procedure to jobs as different as telephone salespersons, auto repair shop damage adjusters, the first line supervisors described earlier, and the highest levels of management in a telecommunications company. Each time, the SMEs have provided extraordinary insight into how and why the tasks in jobs, and the KSAs required to do them, may or may not change. Another issue that has to be discussed is what role does job analysis play in the larger fabric of organizational effectiveness and the management of human resources' The implicit assumption in the work presented here is that job analysis is critical for the development of personnel practices such as selection, training, and appraisal. But jobs do not exist alone in organizations; jobs exist as parts of total organizational systems. The idea that jobs are part of a larger organizational system suggests a number of issues. First, even current, descriptive, job analysis information may play a larger role in the total organization than most current theories of organizational functioning give it. Moreover, there is one issue that consider the procedure be applied to jobs that do not yet exist' The job analysis procedure described here is for how an existing job may change in the future. However, many companies start up new plants to produce new goods or deliver new services. Can a job analysis be accomplished for a future job' The same techniques described here could be employed, with special emphasis on the selection of participants for the task and KSA workshops. Because these SMEs would be literally starting from scratch they would need to be intimately familiar with the goals of the new jobs so they can make projections about what the tasks are likely to be; it is task specification that provides the raw input for specification of the KSAs required. One more issue that we can discuss is whether the strategic job analysis process is useful for more than selection, training, and appraisal purposes' In fact, proposed a futures-oriented job analysis process as an aid to career planning for individuals. Obviously, strategic planning of all kinds takes place in organizations but it is generally at a more macro level. Strategic job analysis brings these macro level plans to the micro, job, level from which specific human resources procedures can be developed. We are sure the reader can generate additional questions. Our purpose here was to introduce practitioners and researchers to the potential importance of doing strategic job analysis. The ideas and early data presented here strongly suggest the need for research on an approach to job analysis that recognizes the changing nature of work and the possibility of anticipating KSA requirements prior to a crisis. Hopefully some curiosities have been twinge and the needed combinations of research and practice will emerge. Job analysis increases the information available to evaluators about program operations and provides context for understanding and interpreting program outcomes by providing a systematic method for examining, defining, and comparing staff positions. References Schneider, Benjamin and Konz, Andrea Marcus (1989). Strategic Job Analysis. Retrieved December 28, 2011, from http://onlinelibrary.wiley.com/doi/10..1002/hrm.3930280104/pdf Jenkins, Susan M. and Curtin, Patrick (2006). Adapting Job Analysis Methodology to Improve Evaluation Practice. Retrieved December 28, 2011, from http://aje.sagepub.com/content/27/4/485.abstract