Achievement of a specific result of the activity of an individual, group, or organization depends on numerous factors. One of the meaningful ones is the work performed by a particular employee. This labor activity has both the substantive and the procedural, technological side of acting. It allows one to identify and describe a distinct area of work, which can be called a workplace in this context. The job analysis provides information on what type of activity corresponds to the job and the requirements for the potential employee who will have to work in it. This information, concerning the job description, the position, and its specification, is a crucial element of human resource management programs, and therefore its timely compliance is critical.
Job analysis is closely related to developing and implementing all other tools and affects all administration areas. It functions as a fundamental link in the planning of recruitment and selection of personnel, training programs, formation of remuneration system and control of ensuring normal working conditions and conducting a business appraisal of personnel. Implementation of job analysis and design relies on rationing, scientific labor organization, ergonomics, and labor economics (Lohman, 2020). Proceeding from multiple tasks of the tool, it can be stated that the analysis impacts numerous factors of the organization, and therefore it is necessary to carry it out systematically.
However, the period when it is performed depends on the company’s environment and how often changes or innovations are transformed in its internal environment. It is necessary to evaluate the job every time there is a change. It is advisable to check the work annually and assess its results at least once every three years (Lohman, 2020). However, there are correspondingly particular cases where the need for analysis may arise. Among these, it is necessary to highlight the following circumstances and reasons:
- When the content of work shifts due to the development of the organization’s environment of influence over time. Considering the dynamics of technological development, it is recommended to review the tasks and responsibilities assigned to a specific job at least once a year;
- The necessity to document the tasks and responsibilities assigned to a particular job;
- The creation and reorganization of an enterprise when practically all the positions have to be analyzed;
- The need to monitor workplaces in order to obtain information to plan the enterprise’s development, in particular, the elaboration of personnel development programs.
The theory and practice of job design distinguish three approaches to organizing and planning the combination of tasks and responsibilities assigned to a job, all of which involve different timing of the analysis. The traditional approach consists in evaluating positions after transformations (Strah & Rupp, 2022). The second approach is normative and emphasizes organizing jobs with maximum efficiency. This normative method is most suitable for large industries with homogeneous work and with little regard for the individual characteristics of workers (Strah & Rupp, 2022). When utilized, job analysis can be done less frequently because it focuses on long-term homogeneous functioning.
The third method of designing jobs is based on the individual characteristics of workers. The description and specification of employment are made after the employee has adapted to the workplace when he is ready to give suggestions about the assigned tasks and responsibilities. It contributes to the formation of an accurate understanding of the specificity of the job and the obligations, and it is valid to make an evaluation once in three years (Strah & Rupp, 2022). From the analysis of diverse approaches and peculiarities of employment, it can be concluded that the time necessary for assessment may not be the same for enterprises. The examination must be conducted when the organization requires it, but not less frequently than once in three years.
References
Lohman, L. (2020). Strategic hiring: Using job analysis to effectively select online faculty. Online Journal of Distance Learning Administration, 23(3), 3-14.
Strah, N., & Rupp, D. E. (2022). Are there cracks in our foundation? An integrative review of diversity issues in job analysis. Journal of Applied Psychology, 107(7), 1031.