As you look at their choices for each process, compare them with your own. If you believe a chosen task must either be included or could possibly be eliminated, discuss your position and provide a rationale. Support your thoughts with one scholarly and/or credible source to make the response credible. You need only respond to one of the three processes
Brittany Luthe
Job analysis
What processes are a must-do or must-have and which can be eliminated? Explain your reasoning.
Job analysis is how to put together the information or explaining the process of gathering, examining and interpreting data about a job's tasks and responsibilities. One of the prefe
ed method of collecting and gathering the data around the job analysis is often in the form of a job analysis questionnaire. This helps lead to to an overall job description which includes things like what duties and tasks need to be performed, the actual job title, who the position reports to other information, such as responsibility, knowledge, any education prefe
ed or required or other minimum qualifications, working conditions and more (Morgeson et al, 2020. P.188). At the very least the Job title, shift, type of supervision, duties, tasks and required minimum qualifications should be included. Some things may be able to screen out later in the hiring process.
Will there be problems if you do not do something within a process?
You could attract the wrong type of candidates by not having the duties and tasks listed. A vague job description or analysis could attract people who only na
owly look at the title. Titles can be subjective to each company so knowing what your company is looking for will help.
Is it possible to not do something now and perhaps readdress it later without repercussions?
I think this is only true if there is a thorough hiring process. I know for my company the overall application and posting is long and thorough, but there are certain things we cover in a phone screening regardless to make sure they are aware before continuing candidacy with us. An example is a full time position of 40 hours. Does that mean everyone has to start at 5am or can it be 6am,7am or 8am? These are things that could be laid out later without huge repercussions.
Job design
What processes are a must-do or must-have and which can be eliminated? Explain your reasoning.
Job Designs are in need of three things to best achieve organizational needs; product system, social-organizational, and individual worker needs (Morgeson et all, 2020.P XXXXXXXXXXAll of these are must haves to succeed overall, removing any could results in problematic issues. For example, individual workers might need things like later start times to get their children to school as single parents. Or even to take care of an elderly relative. Looking at what will help me the organization desired can be difficult but very rewarding. Job designs are not meant to be completed once. There should be some readjusting and hopefully some must haves too.
Will there be problems if you do not do something within a process?
Not necessarily, If all the proper information is kept up to date.
Is it possible to not do something now and perhaps readdress it later without repercussions?
Again I think this falls into the hiring process overall. If the co
ect information is relayed before an offering of a position, Candidates may be more apt to accept positions from the job design.
Performance evaluation
What processes are a must-do or must-have and which can be eliminated? Explain your reasoning.
Strategic initiatives, core values, and performance factors (Falcone & Tan, 2013. P.89), are the must haves for any performance evaluation. One thing I believe is a must have is the time frame around how and when until someone is evaluated. Knowing there will be an evaluation is already setting up the understanding that the company wants to see someone succeed. However, each company should spent some time around this subject.
Will there be problems if you do not do something within a process?
This one I feel strongly on this one. I do believe there can be problems when companies forget or purposely. Forgetting to take part in performance evaluation could also allow for employees to leave the company. Maybe they feel as if they deserve a raise, even if they do not see documentation that suggests they are not ready. Outlining some long term goals will achieve success's,
Is it possible to not do something now and perhaps readdress it later without repercussions?
It is possible but there should be heavy emphasize on making sure the organization is meeting their goals,
Are there any legal ramifications for not addressing something in each process?
Of course there is. The process should outline what the legal ramifications could be, Often we see the 401k, and benefits like Short-term and Long- term disability.
Britt
Falcone, P., & Tan, W XXXXXXXXXXThe performance appraisal tool kit: Redesigning your performance review template to drive individual and organizational change. American Management Association.
Morgeson, F. P., Brannick, M. T., & Edward, L. L XXXXXXXXXXJob and work analysis: Methods, research, and applications for human resource management (3rd ed.). Sage.
Amy Norton
What processes are a must-do or must-have and which can be eliminated? Explain your reasoning.
I believe each step of the process is must-do, each step is a building block to the next. Starting w/the questionnaire which is used gather data from the person or persons performing the job. This gives the first account perspective of the duties; how much time is spent performing each and how they are prioritized. The next step is the job analysis which is more detailed regarding tasks and skills needed to perform those tasks. The information gathered in these first two steps provide the information needed to properly classify the position and write an accurate job description that can be used for a job posting. The tasks and accountabilities determined in this whole process are what are used to measure performance in this position.
Will there be problems if you do not do something within a process?
Skipping parts of this process could lead to missed information needed in the job description and/or unclear expectations of how performance will be measured. The process is designed to define the work, duties, and what skills are needed to perform successfully in that position. Skipping a step could cause a miss in a needed skill or task that should be performed.
Is it possible to not do something now and perhaps readdress it later without repercussions?
The steps are building blocks so I believe they should be completed to ensure nothing is missed. However, I do think there could be things uncovered as the process moves forward that could create the need to go back and revisit prior steps.
Are there any legal ramifications for not addressing something in each process?
If there are certain skills or tasks required but are not listed in the description or job posting, this could lead to hiring someone that is not qualified or equipped to perform the duties of this role. For example, if the job requires someone to follow certain safety protocols, but that is not included in the job description or the training and that person is injured or causes someone else to be injured, that could lead to legal ramifications.
Marcus Mccall-MY POST
What processes are a must-do or must-have, and which can be eliminated? Explain your reasoning.
XXXXXXXXXXThe particular environment and demands of the activity determine which procedures are a must-do or must-have. However, several core HRM procedures are usually seen as being crucial –
Job Analysis: This procedure includes determining and compiling the duties, obligations, abilities, and credentials necessary for a specific position (Strah & Rupp, XXXXXXXXXXThe basis for several HR processes, including hiring, selecting, training, and performance review, is laid by job analysis. Therefore, for the duration of the HR lifecycle, making informed decisions requires having a comprehensive grasp of the job needs.
Job Design: Job design is how duties are distributed, allotted, and organized inside work. It entails identifying the tasks, accountability, and amount of responsibility for each role. Performance and job satisfaction improve when work duties are well-defined, balanced, and aligned with organizational objectives.
Performance Evaluation: A critical step in measuring employee performance, giving feedback, and pinpointing areas that need work is performance evaluation. It includes establishing performance standards, gathering performance information, and performing performance evaluations. The growth, recognition, and incentives of employees are supported by practical performance evaluation.
XXXXXXXXXXAlthough these procedures are typically required, particular activities or phases within each system may be removed or modified depending on the situation. For instance, some work analysis or task design components may be simplified in a time-constrained scenario while keeping the essential elements required for decision-making.
Will there be problems if you do not do something within a process?
Not completing specific steps within a process can lead to various problems:
A mismatch between the work requirements and personnel skills can be caused by a job analysis that needs to be completed or co
ected (Rios et al., XXXXXXXXXXThis may result in poor performance outcomes, inefficient recruiting and selection processes, and insufficient training.
Role ambiguity, contradictory obligations, and a lack of understanding of power and decision-making can all result from poor job design. This might result in confusion, a drop in production, and increased employee unhappiness.
Neglecting performance reviews might make spotting performance gaps, skill shortages, or potential improvement areas more challenging. This may restrict the capacity to give constructive criticism and praise, impair performance management, and hinder employee growth.
Can I not do something now and readdress it later without repercussions?
XXXXXXXXXXEven if delaying or going through some steps in a process might be feasible again, it is necessary to consider the consequences. Adverse outcomes might result from skipping or delaying essential actions, including –
Inaccurate or incomplete data: If a procedure is not addressed right away, it may leave behind or become out-of-date information, making it challenging to make decisions and causing inefficiencies in later HR tasks.
Cost increases: Postponing or missing stages may incur additional expenses (Al
echtsen, Solberg & Svensli, XXXXXXXXXXFor instance, insufficient job analysis may result in lousy recruiting choices, which would increase attrition rates and recruitment costs.
Employee unhappiness: Important neglected tasks can affect employee satisfaction, engagement, and morale. Employees' perception of unfairness or lack of openness may lower motivation and increase attrition.
Are there any legal ramifications for not addressing something in each process?
XXXXXXXXXXFailure to address certain aspects within HR processes can have legal ramifications. For example:
Job analysis: Failing to perform a thorough job analysis may lead to biased or discriminatory job requirements, raising legal concerns about legislation governing equal employment opportunities (Susanto, Syailendra & Suryawan, 2023).
Job design: Poor job designs that fail to consider reasonable accommodations for workers with disabilities may violate the Americans with Disabilities Act (ADA) or other applicable regulations in other countries.
Assessment of performance: If assessment procedures are not ca
ied out fairly and consistently by HR, it may give rise to accusations of discrimination, unfair dismissal, or other legal issues (Kruse, 2016).
XXXXXXXXXXTo reduce legal risks and maintain an equitable and inclusive workplace, it is crucial to make sure that all HR activities comply with all applicable laws and regulations.
References:
Al
echtsen, E., Solberg, I., & Svensli, E XXXXXXXXXXThe application and benefits of job safety analysis. Safety Science, 113, XXXXXXXXXX.
Kruse K XXXXXXXXXXEmployee Engagement Wrap-Up For Fe
uary 2016 Retrieved From https:
www.fo
es.com/sites/kevinkruse/2016/02/29/employee-engagement-wrap-up-for-fe
uary-2016/?sh=681aa0902abeLinks to an external site.
Rios, J. A., Ling, G., Pugh, R., Becker, D., & Bacall, A XXXXXXXXXXIdentifying critical 21st-century skills for workplace success: A content analysis of job advertisements. Educational Researcher, 49(2), 80-89.
Strah, N., & Rupp, D. E XXXXXXXXXXAre there cracks in our foundation? An integrative review of diversity issues in job analysis. Journal of Applied Psychology, 107(7), 1031.
Susanto, P. C., Syailendra, S., & Suryawan, R. F XXXXXXXXXXDetermination of Motivation and Performance: Analysis of Job Satisfaction, Employee Engagement, and Leadership. International Journal of Business and Applied Economics, 2(2), 59-68