Report Sample on Creating Selection System: Job Analysis Methods

Introduction

In the process of creating a selection system in Sleep Tight Inn, the employees working in the front office as customer service representatives are considered. WRCs are responsible for creating a better working environment and good relations between employees and their employers. Human resource management can appropriately choose from a pool of various job analysis methods that accommodates their needs (Alfes et al., 2020). An interview is one of the main methods used by human resource professionals to conduct an effective job analysis. Under this method, the job analyst performs the interview with incumbents to gather necessary information concerning their role and coping mechanisms (Wyse & Babcock, 2018).

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The analyst can use structured or unstructured interviews, which are dependent on the organization's corporate culture. A systematic approach is used in structured interviews by interviewing the employees consistently and accurately to promote the method's reliability and validity. Unstructured interviews are performed conversationally without following predefined questions (Compagnone et al., 2019).

Questionnaire

Another method used in the job analysis process is the questionnaire. The questionnaire method involves the managers, supervisors, and employees in filling well-structured forms. The method is widely used in many organizations because it is less expensive and efficient than other methods, such as interviews. The forms are quickly distributed to various individuals, thus consuming less time (Singh, 2008). The questionnaire can take different ways, such as multiple choices, open-ended, checklist, or a mixture of the three (Coller et al., 2018). It helps in the collection of data concerned about the influencing aspects of a specific job. The observation method is another method of job analysis. The analyst, while on their daily routine in an organization, observes employees. The method is more accurate compared to the rest because the analyst obtains first-hand information. In contrast to other methods, observation is the only method that facilitates HR professionals and job analysts to obtain data directly.

Achievement of WRCs by Observation Method

A detailed observation of various employee operations is essential in determining job requirements and context used in developing effective WRCs. The job content in an organization explains in detail the numerous activities performed by employees (Morgeson, 2019). Job specification facilitates the establishment of desirable and acceptable output by the employees. It helps identify the type of training required by the employees to ensure better working conditions. Through observation, the analyst observes the employees and provides a detailed report on the task and jobs optimally conducted and those that are not properly done (Gatewood, 2015). They identify the necessary methods and approaches to help the employees execute their roles competently and efficiently.

The observer should consider using guidelines to eliminate biases and errors during the process of observation. For instance, in observing a customer service representative, there is a need to focus on defining his work behavior related to performance (Marinova et al., 2015). The method should take the following form; the first thing the analyst should do is identify the job's information. The next step should be to develop the job that employees are required to fit. The third step involves developing practices used while hiring employees. The development of employees' appraisal guidelines follows the third step. The fifth step consists of the analysis of the training and development requirements. Finally, the compensation guidelines should be included in the job specifications.

WRCs Samples for Guest Service Representative

The representative working in the front office service section has various duties such as welcoming guests, handling questions and complaints associated with the company, ensuring the front desk is neat, and best HRM practices are met (Adjei-Bamfo, 2019). Additionally, they are entitled to receiving all communication from various clients through calls and documents. They also maintain office records and handle any other official duties they might be assigned. Their operation can be reviewed with WRCs samples, such as test samples, activity samples, and performance test samples. The test sample uses a sampling technique where an analysis of a study unit is conducted (Landau & Rohmert, 2017). The results and recommendations obtained apply to the rest of the related units to promote optimal organization operations.

The activity sampling involves determining the statistics of the number of time employees spend to conduct a specific role in the organization. Hence, the job analyst analyses the responsibilities and identifies the arising opportunities as defined by studying employees in their actual work (Arbab & Mahdi, 2018). The performance test sample deals with determining optimal operations through how employees respond to their roles under various operating parameters. The job analyst measures the employees' quality attributes essential in the adjustment and development of new attributes responsible for achieving higher and efficient operations in the organization (Landau & Rohmert, 2017). In this case, the employees working in the front office as customer service representatives will provide significant and reliable results when the three samples of WRCs are considered.

Conclusion

The three job analysis methods are widely used in various organizations during the employee selection process. However, each technique has a reputation, and the HR personnel should choose the best alternative wisely. The incorporation of the three methods is recommended because it helps in the elimination of disadvantages. Observation is normally used to obtain first-hand information about a given task, thus reducing the selection process's errors. It facilitates the achievement of WRCs with the help of activity samples, test samples, and performance test samples.

References

Adjei-Bamfo, P., Bempong, B., Osei, J., & Kusi-Sarpong, S. (2019). Green candidate selection for organizational environmental management. International Journal of Manpower.
https://doi.org/10.1108/IJM-10-2019-0480

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2020). New ways of working: Understanding the implications for employees across different cultural and organizational contexts. The International Journal of Human Resource Management.
http://www.ihrm2020.org/content/special-issue-international-journal-human-resource-management

Arbab, A. M., & Mahdi, M. O. S. (2018). Human resources management practices and organizational excellence in public organizations. Polish Journal of Management Studies, 18(2), 9-21. 10.17512/pjms.2018.18.2.01

Coller, X., Cordero, G., & Echavarren, J. M. (2018). Recruitment and selection. In Political Power in Spain (pp. 83-102). Palgrave Macmillan, Cham.
https://www.palgrave.com/gp/book/9783319638256

Compagnone, M., Hickman, D., & Acikgoz, Y. (2019). Personnel Security: Recruitment. Encyclopedia of Security and Emergency Management, 1–5.
https://doi.org/10.1007/978-3-319-69891-5_216-1

Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection. Nelson Education.

Landau, K., & Rohmert, W. (Eds.). (2017). Recent developments in job analysis. Taylor & Francis. https://doi.org/10.4324/9781315213712

Marinova, S. V., Peng, C., Lorinkova, N., Van Dyne, L., & Chiaburu, D. (2015). Change-oriented behavior: A meta-analysis of individual and job design predictors. Journal of Vocational Behavior, 88, 104-120. https://doi.org/10.1016/j.jvb.2015.02.006

Morgeson, F. P., Brannick, M. T., & Levine, E. L. (2019). Job and work analysis: Methods, research, and applications for human resource management. Sage Publications. 10.4135/9781483329505

Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review, 18(2), 87-99. https://doi.org/10.1016/j.hrmr.2008.03.004

Wyse, A. E., & Babcock, B. (2018). A comparison of subject matter experts' perceptions and job analysis surveys. Practical Assessment, Research, and Evaluation, 23(1), 10. https://scholarworks.umass.edu/pare/vol23/iss1/9/.