¶ … human resource management function has evolved in recent years from the traditional "personnel department" to become a strategic partner in achieving organizational success in companies of all sizes and types. Part of this evolution has been the introduction of innovative methods and questionnaires that can help human resource managers design jobs for efficiency and evaluate employee performance. To gain some fresh insights in this area, this paper provides a review of the relevant literature to describe three elements of job analysis and its significance for the organization and employee development, the importance of the position analysis questionnaire and how it can be used by human resource managers for work redesign of a customer service job to make it more efficient and to improve quality, two strategies for using the Fleishman Job Analysis System in the selection of qualified applicants and a discussion concerning the challenges facing the job of customer service representative. Finally, a discussion concerning three ways the human resource manager can use the information obtained from a job analysis to measure the performance of the customer service representatives is followed by a summary of the research and important findings in the conclusion.
Review and Analysis
Three elements of a job analysis and significance of employee development
There are significant legal reasons for conducting job analyses, but there are also important implications for management (Clifford, 2009). For instance, studies have shown that employees can identify anywhere from 100 to 300 tasks for each job (Clifford, 2009).
Some of the key elements of a job analysis include an analysis of the employee's work behavior(s) and their associated tasks (Clifford, 2009). Another key element is identifying and analyzing those aspects of the position that are observable and the associated work product (Clifford, 2009).
A final key element in the job analysis process is to "describe and define the dimensions of the work activity being evaluated" (Fine & Crenshaw, 1999). According to Fine and Crenshaw (1999), "The behaviors can be evaluated in terms of functional skill levels, orientation to knowledge resources, the performance standards workers seek to fulfill (their own and management's), and the adaptations workers make to achieve those standards and overcome obstacles" (p. 27). Job analyses can promote employee development by identifying areas of performance that require improvement (Fine & Crenshaw, 1999). In addition, Clifford emphasizes that, "Quality job analysis data can and should contribute greatly to; selection and hire, performance evaluation, training and development, compensation, job design, workforce projections, and workforce reduction or expansion decisions" (p. 323).
The importance of the position analysis questionnaire and how it can be used by human resource managers for work redesign of a customer service job to make it more efficient and to improve quality
The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, & Mecham (1969) contains 187 behaviorally related job activities that are based on two separate studies of job elements by the authors (Baehr, 1992). In this regard, Baehr reports that, "Both studies consisted first of an overall analysis of the job elements, then of an analysis of the job elements within each of the six divisions of the PAQ" (1992, p. 20). Each of the 187 job-related activities (termed "job elements") is evaluated using one of six different rating scales: (a) extent of use, (b) importance to the job, (c) amount of time, (d) possibility of occurrence, (e) applicability, and (f) a special code that is only used for rare specific job elements (Tziner, 1990).
The six divisions developed by the authors were as follows:
1. Division 1: Information Input: Where and how does the worker receive the information he or she uses in performing the job?
2. Division 2: Mental Process: What reasoning, decision making, planning, and information processing activities are involved in performing the job?
3. Division 3: Work Output: What physical activities does the worker perform, and what tools or devices does he or she use?
4. Division 4: Relationships with Other Persons: What relationships with other people are required in performing the job?
5. Division 5: Job Context: In what physical or social contexts is the work performed?
6. Division...
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