The world of business is in constant competition now and companies, being aware that educated and competent human resources are the main drivers for the company’s success, try to use human resources as much productive and effective as possible. To do this, the job analysis should be provided with the aim to consider how well the job is done by this or that worker, which personal qualities are used, and which should be used in order to complete the work more successfully and with less consumption. The talk with the manager about a definite employee may not avoid this employee’s attention. The consideration that his personality was discussed may lead to some changes in the employee’s behavior. The change of this very behavior is the main point how the manager may be concerned about whether the person is aware of his job analysis or not.
First of all, a person, who knows that he/she is followed in professional circumstances, is in a stressed condition. The being under the stress is visualized through behavior. The employee may begin to work harder, perform his activities better, to become initiative and independent (Kinder, Hughes & Cooper, 2008). The other factor, according to which the resources manager may think that the employee is concerned about his intentions, is the fear in his eyes, which is also showed through the behavior. Fear may prove the employee’s non-working condition. In other words, the worker can do nothing he is afraid of his dismiss or confused about the situation that the working process remains out of his present considerations (Liff, 2007, p. 83). One more way to know about employee awareness about the current situation is to get it from the employee. Some people, when they are unsure of something or predict something, go to the manager. So, when the employee may appear in an uncertain situation he/she may go directly to the manager and tell him/her about the opinion of current affairs (Liff, 2007, p. 81). The behavior of the followed employee may be supported by the question, either direct or indirect. The direct questions may have the following structure:
- I know something is happening, could you tell me what is going on.
- Am I going to be dismissed?
- I see my work is followed, can I know why?
The indirect questions may be as follows:
- I see something is happening, does it concern me?
- What is happening? The air is full of tension. And other questions which can direct the conversation in the necessary stream. These very questions may be the start of the conversation when the manager will get the necessary for him information. Talking about the current situation, the manager may ask about the other workers and then try to turn the conversation to the employee. The information may be gathered from other employees or the behavior of the worker may be analyzed and the conclusions provided.
Providing the job analysis, the manager should collect such information as the description of the primary functions and duties of the employee and the purpose of his/her job. Considering the duties of the worker, the everyday responsibilities should be followed, the monthly duties and occasional duties, which are performed from time to time. The manager should collect the information, by observing and analysis, of the employee’s most important decision or judgment, provided through the analyzed period. The computer software programs and contacts, their purposes, should also be observed as this is one of the main activities of the employee’s competence. The working conditions and the physical efforts may also be considered by observation. All the data, which was discussed, may be collected and given to the head of the company (Job description planning and justification form, 2007). Observation, communication and analysis are the main methods that should be used and the methods guarantee the accuracy of the information.
Reference
Job description planning and justification form. (2007). The University of Chicago. Human resources management. 2009. Web.
Kinder, A., Hughes, R., & Cooper, C. L. (2008). Employee Well-being Support: A Workplace Resource. John Wiley and Sons, New York.
Liff, S. (2007). Managing government employees: how to motivate your people, deal with difficult issues, and achieve tangible results. AMACOM Div American Mgmt Assn, New York.