Job Analysis

JOB ANALYSIS 5

JobAnalysis

JobAnalysis

Jobdescription

Thehuman resource managers are involved in the recruitment, careerdevelopment, training, compensation as well as benefits, employeerelations, the employment law, compliance and discipline in anorganization, grievance issues, and redundancies and so on. Moreover,the job requires one to keep up to date with various areas such asthe employment law, which keeps on changing often. The roles of thehuman resource manager are found in very small and medium sizedcompanies whereas in large multinationals one will always be finewith various specialists especially in the learning and development,recruitment or the employee relations.

Roleof the human resource manager in the Ambac Financial Group

InAmbac Financial group, a human resource manager makes varioussuggestions to the management team of the company in order tostrategically manage people as various resources of the business.This includes the managing, recruiting and the hiring of employees,the coordination of the employee benefits, and the suggesting of theemployee training and development strategies. Through this ways, thehuman resource professionals are consultants but not workers in anisolated business function.

Moreover,they also advise managers on the many issues that are related to theemployees and how the issues may affect the organization’s goalachievements. The company managers together with the human resourcemanager work together in developing the employment skills. Forinstance, the human resource professionals advise the managers andthe supervisors on how to assign the employees to various anddifferent roles in an organization. Therefore, this helps anorganization to adapt successfully to its environment. In variousflexible organizations, the employees may be shifted around todifferent business functions that are based on the businesspriorities and the preferences of the different employees.

Compensablefactors

Jobinformation is collected through job analysis. After the collectionof job information, however, an organization should define what itdesires to pay for and decide the value of them. Those are referredto as the compensable factors. While choosing the compensablefactors, certain characteristics should be put in place (Prien,2009). For instance, all jobs must be present and should be bothdefined and measurable. The compensable factors must vary in bothdegree and comparison and so on base a factor. When one chooses twoor more factors, the compensable factors should not overlap inmeaning. In the case where they overlap, double weight is given toone factor. In the consideration, of all the viewpoints are criticalfor the acceptance. Moreover, the Compensable factors should bederived from the work that is performed.

Fourcompensable factors are used to determine the pay. They includeskills, responsibilities, the mental, the physical effort, and theworking conditions of the place of work. The responsibilities includenumbers of direct reports, the fiscal accountability and the variouslists of the responsibilities of a particular job position.

Assigningof weight to particular compensable factors

Othercompensable factors include the expertise, problem solving and theaccountability. In the case where manual jobs are investigated, theworking condition is considered as a fourth factor. Shifting from ascore of each factor to the total points of each job requiresweighting of the factors applied. The relative weight assigned to afactor determines the relative dollar return with respect to the jobevaluation that is used to set the pay. The management as well as theconsultants determine the weights of factors (Brannick, &amp Levine,2002). Skills are regarded as an important factor to consider when itcomes to a particular job description. To the skills, I would weighit as 5. A person who is skillful and qualified earns more ascompared to a person with fewer skills. Skills make one morequalified for a particular job description and without those skills,a job cannot proceed efficiently. The working conditions are alsoimportant in determining the pay. I would assign weight 3 to theworking conditions. Working conditions of an organization determinethe psyche by individuals to work in a particular environment.Moreover, the mental and the physical effort I would assign both ofthem a weight of 5. Mental effort is important for a particular job,and it will determine the amount of pay that one can get. Physicaleffort, on the other hand, determines the pay that one gets dependingon the amount of work that one carries out in a day.

Humanresource manager in a changing business environment

Themany organizations face a volatile environment in which the change isusually constant. If a human resource manager is to survive andprosper, they need to adapt to various changes that are quick andeffective (Konrad, 2012). Therefore, the human resource is almost andis always the heart of an effective response system. There are humanresource policies that can help or hinder the firm grappling withvarious external changes. The workforce diversity presents both asignificant challenge and real opportunities for managers. The firmsformulate and implement the human resource strategies that major onthe employee diversity and are more likely to survive and prosper. One looks at the different jobs and the overall job difficulty. Usinga factor comparison method, one ranks each job several times for eachcompensable factor that one uses.

References

Konrad,E. (January 01, 2012). Job analysis. Međunarodni Znanstveno-StručniSkup Xviii. Dani Psihologije U Zadru, 24.-26. Svibanj 2012.

Brannick,M. T., &amp Levine, E. L. (2002). Jobanalysis: Methods, research, and applications for human resourcemanagement in the new millennium. Thousand Oaks.Calif: Sage Publications.

Prien,E. P. (2009). Apractical guide to job analysis.San Francisco, CA: Pfeiffer.