Job Analysis

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Likeany other process, the process of determining the particular detailsof a job cannot adequately serve the essential purpose and neithercan it be entirely accurate. In this case, job analysis requires abroad range of plans, methods, tools, and a significant human effortto be effectively reached. Where people are involved, no process oractivity is subjected to be entirely accurate since humans are proneto errors and biasness. Nevertheless, people may be appropriate intheir execution measures based on the time, organizationalrequirements, and financial resources. Since the concept of jobanalysis as a whole is designed by people, the process is subjectedto have some practical issues. One of these problems is the lack ofsupport and cooperation from the employees. On this note, such anoccurrence translates to an inefficient analysis process that isstructured around time, effort, and resource wastage.

Lackof employee support

Inthe case of collecting accurate job data, the lack of appropriatesupport from the employees retards the process thus making itdifficult to acquire real and genuine data. The lack of cooperationfrom the employees is influenced by various factors. Among thesefactors are the insignificant management support, negligence from theworkers, lack of adequate resources, poor working conditions, andenvironment, among others (Rozenfeld, Sacks &amp Baum 2010). Basedon the prevalence of such factors, the support of employees is thusinapplicable which makes the efficiency of the work output to beinadequate. Most importantly, the respective duties andresponsibilities of the employees are thus deprived making theirimportance and applicability to be compromised in a considerablynegative way.


Asearlier stated, it is through the primary intervention of humanbeings that the job analysis process is implemented. Bearing in mindthat humans are prone to errors and biasness, the particular outcomeof such a process is thereby susceptible to various challenges. Basedon the primary goal of the job analysis which is to enhance fairnessand credibility through sustainable analytical measures, thechallenges are thereby mitigated. Such challenges which may be formedby a negative attitude from the employees or else a non-efficient andinconsiderate management system which in turn tends not to cooperateor adhere to the employee demands and suggestions (Ng &amp Feldman2010). As such, to with the promotion of the fundamental goal of thejob analysis process, such rates of negativity are thus suppressed.On this note, the main goal of the job analysis process is to ensurethat the process is relatively effective based on the fullcooperation of the employees in addition to the adoption of apositive attitude.


Tomitigate or else totally avoid the unsupportive employee practices,the management structure has to implement appropriate measures thatrequire the cooperation of the employees. In this case, thegovernance structure may ensure that before they implement anystrategic plan that governs the particular organization or business.Through the involvement of the employees in the decision-makingprocesses, the implemented legislative measures are in turn subjectedto a significant efficiency (Gagne 2013).


Technically,the moment the employees are given the sense of belonging to therespective activities in a context where job analysis is required,they are then obliged to ensure they contribute their maximum effortsto the processes. Consequently, the employees will input their fullsupport in the analysis process. On the other hand, a considerableworking environment exposed to the employee`s supplements theircooperation in the review process. This is through the prevalence ofcomfort and contentment for the workers who in turn tend to producetheir best in the particular work setting.


Gagne,R. M. (2013).&nbspInstructionaltechnology: foundations.Routledge.

Ng,T. W., &amp Feldman, D. C. (2010). The relationships of age with jobattitudes: a meta‐analysis.&nbspPersonnelPsychology,&nbsp63(3),677-718.

Rozenfeld,O., Sacks, R., Rosenfeld, Y., &amp Baum, H. (2010). Construction jobsafety analysis.&nbspSafetyscience,&nbsp48(4),491-498.