Module 2 – Background
JOB ANALYSIS; STAFFING; EEO; DIVERSITY
Job Analysis
Before we turn to a discussion of the staffing function, EEO, and diversity, let us look at the process called “job analysis” (sometimes called “job study”). Job analysis is what should happen before an organization hires employees. We know, though, that it sometimes is not a systematic process that occurs to develop jobs, but instead a haphazard one. HRM professionals realize, however, that job analysis is supposed to be a systematic procedure to identify and analyze the level of a job and what its profile should look like.
The information gathered during a job analysis process is valuable to decide job design, write job descriptions, determine job qualifications, and identify job worth (how much the job contributes to the organization). All of the other HRM functions—for example, recruitment and selection, training and development, wage and salary administration, and performance management—should begin with accurate, up-to-date information gained from studying a job.
To learn how job analysis relates to human resource planning, view the following video:
https://youtu.be/L_aiqSRL-j8
As we can see from the above, it is safe to say that the entire success of HRM is based on an effective job analysis process that is the foundation of the staffing function and the many HRM functions that follow.
The following video explains the importance of the staffing function.
https://youtu.be/1RTeEPyktKY
Equal Employment Opportunity:
Equal employment opportunity is a large field of study within human resource management. (Our MGT516 course focuses on EEO.) But more than that, it is the law of the land and provides regulations private-sector employers must follow.
Because human resource actions affect organization-wide policies and procedures, they often deal with the selection of employees for jobs, promotions, training programs, pay and benefits, layoffs, employee discipline, and discharge. Whenever one employee/applicant is selected over another for whatever reason, there are possible EEO concerns.
EEO involves many different areas to study, including discrimination and affirmative action.
The keystone of each organization’s defense in protecting itself against any type of employee relations law violations, charges, and claims is a clear, unambiguous written company policy stating the company’s support and intention to closely adhere to the provisions of employment law. But the process does not stop there.
Actions are also important. What do the company’s statistics show on the numbers of minorities, women, and disabled persons in its workforce? And importantly, what are the company’s actions related to nurturing the diversity that they have been able to achieve?
The global nature of our current environment means that many of us work alongside others who have backgrounds different than our own. The ability to effectively consider all employee contributions provides organizations with a competitive advantage.
It is easy to see, then, that the most successful companies actually manage and nurture the diversity in their organizations.
It is not enough to merely meet EEO hiring quotas. The goal of these successful organizations is to do all they can to allow all employees to contribute to the organization’s goals and to experience their own personal growth.
Managing diversity often includes changing the company culture. Employees need to feel comfortable working in their work environments.
Finish this module by reading the following:
Marshall, P. (2010, April). Taking action on diversity. The Canadian Manager, 35(1), 17-18,3. Retrieved from ProQuest in the Trident Online Library.
Jusko, J. (2011). Cutting costs without cutting people. Industry Week, 260(4), 30-n/a
Optional Sources for Module 2:
Fox, A. (2011, May). Mixing it up. HR Magazine, 56(5), 22-27. Retrieve from ProQuest in the Trident online library.
Job analysis background research . Retrieved from https://uwf.edu/search/index.html?q=job+analysis+background+research
Management Study Guide. (2016). Approaches to job design. Retrieved from http://managementstudyguide.com/approaches-to-job-design.htm
Owens, D. (2011, May). Bank on diverse talent. HR Magazine, 56(5), 32-33. Retrieved from ProQuest in the Trident Online Library.
Perrett, B. (2013). Halving labor costs. Aviation Week & Space Technology, 175(31), 52. Retrieved from EBSCOhost in the Trident Online Library.