Job Analysis: A Handbook for the Human Resource Director

1989 ◽  
Vol 14 (2) ◽  
pp. 301
Author(s):  
Brian Graham-Moore ◽  
Jai V. Ghorpade
Keyword(s):  
Human Resource ◽  
Job Analysis ◽  
Human Resource Director

Job Analysis: A Handbook for the Human Resource Director.

ILR Review ◽  
1989 ◽  
Vol 42 (2) ◽  
pp. 308
Author(s):  
Caroline L. Weber ◽  
Jai V. Ghorpade
Keyword(s):  
Human Resource ◽  
Job Analysis ◽  
Human Resource Director

The Future of Workforce Planning

2020 ◽  
pp. 127-156
Author(s):  
Ayansola Olatunji Ayandibu ◽  
Irrshad Kaseeram
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Strong Relationship ◽  
Job Analysis ◽  
Training And Development ◽  
Empirical Literature ◽  
The Future ◽  
Contemporary Work ◽  
Recruitment And Selection

This chapter examines the future of workforce planning in contemporary work organisations. Workforce planning is regarded as one of the essential human resource management (HRM) activities in recent times. The reason is that it gives indication on areas of needs and serves as the pillar for all HRM activities such as job analysis, recruitment and selection, training and development, remuneration/rewards, and promotion. A review of empirical literature reveals that workforce planning has a strong relationship with organisational performance as well as productivity. This chapter submits that HR metrics and workforce analytics can be used as a tool to improve organisational outcomes. To boost human activity, intelligence apps and analytics or cognitive analytics robotics could be adopted to improve HR's value to the business.

scholarly journals The Effect of Job Analysis on Service Delivery in Federal Airports Authority of Nigeria (FAAN) 2005-2014

2019 ◽  
Vol 9 (2) ◽  
pp. 195 ◽  
Author(s):  
Igbokwe-Ibeto, C.J
Keyword(s):  
Quality Of Service ◽  
Resource Management ◽  
Service Delivery ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Commitment ◽  
Job Analysis ◽  
Resource Planning ◽  
Management Tool

The issue of public service delivery has been a high priority subject for organizational researchers and practitioners alike in Nigeria. However, linking human resource management practices such as job analysis that has received considerable attention in developed western countries as a useful human resource planning tool towards improving service delivery in the country is relatively new and requires scholarly attention particularly in the context of Nigerian public sector organizations. Within the framework of New Public Management (NPM) theory, the study examined the effect of job analysis on service delivery in the Federal Airports Authority of Nigeria (FAAN) 2005-2014. The study was guided by two research questions and hypotheses. The study adopted the survey research design. The study relied on primary and secondary data, and multiple stage sampling technique was used to select the sample population.  Pearson Product Moment Correlation Coefficient and Simple Regression Analyses statistical techniques were used with the aid of Statistical Package for the Social Sciences (SPSS) to test the research hypotheses. Findings of the study show that job analysis has a significant effect on employee commitment in Federal Airports Authority of Nigeria at the 5percent levels. There is also a significant relationship between job analysis and quality of service delivery at the conventional 5percent levels. Given the pivotal role that job analysis plays in the 21st century, FAAN should adopt the conduct of job analysis as a basic human resource management tool for proper personnel utilization and improve quality of service delivery. FAAN should through job analysis, identify and develop proper employee commitment scheme, such as training and retraining, and performance review standards that could enhance service delivery. It should also make expertise available to conduct job analysis. This would assist to ensure that all critical aspects such as skills, knowledge and competencies are taken into consideration thereby eliminate the concept of garbage in garbage out. 

Ten Classic Assessment Center Errors: Challenges to Selection Validity

2003 ◽  
Vol 32 (1) ◽  
pp. 73-88 ◽  
Author(s):  
Cam Caldwell ◽  
George C. Thornton ◽  
Melissa L. Gruys
Keyword(s):  
Best Practices ◽  
Human Resource ◽  
Job Analysis ◽  
Assessment Center ◽  
Assessment Centers ◽  
Human Resource Professionals ◽  
Selection Decisions

This paper summarizes 10 classic errors associated with selection and promotion related Assessment Center (AC) administration. Critical errors covered are: 1. Poor planning, 2. Inadequate job analysis, 3. Weakly defined dimensions, 4. Poor exercises, 5. No pre-test evaluations, 6. Unqualified assessors, 7. Inadequate assessor training, 8. Inadequate candidate preparation, 9. Sloppy behavior documentation and scoring, and 10. Misuse of results. The list of common errors is aimed at assisting public human resource professionals in assessing the extent to which the assessment centers used by their jurisdictions comply with “best practices.” Reducing and/or eliminating the errors in this list will allow municipalities to more efficiently and effectively use ACs for employee promotion and selection decisions.

scholarly journals Correlation Between Job Analysis and Corporate Performance of Business Organizations in Nigeria: A Study of Niger Mill Plc Calabar

2021 ◽  
Vol 4 (1) ◽  
pp. 61-81
Author(s):  
Ele A.A. ◽  
Enya F.E. ◽  
Okongo N.J. ◽  
Eja B.R. ◽  
Mbam J.N.
Keyword(s):  
Human Resource ◽  
Corporate Performance ◽  
Research Work ◽  
Job Analysis ◽  
Resource Planning ◽  
Basic Knowledge ◽  
Human Resource Managers ◽  
Business Organizations ◽  
Cross River State ◽  
Secondary Sources

This study focused on the correlation between job analysis and corporate performance of business organizations in Nigeria. The study adopted both descriptive surveys as well as correlational survey designs. The population of this research work was 400, the entire staff of Niger Mill Plc Calabar, Cross River State. The sample size was 200 respondents determined through Taro Yamane's formula of 1964. The data was collected using both primary and secondary sources. A structured questionnaire was used using a 4-point Likert scale of strongly agreed, agreed, strongly disagreed and disagreed. The study adopted the Pearson Product Moment of Correlation Coefficient to test the hypotheses and analyzed data at 0.05% significance. The study revealed that was a significant relationship existing between job analysis and corporate performances of business organizations in Nigeria. It was also discovered that significant relationships existed between job description, specification as well as job evaluation, and corporate performance of business organizations. It was recommended that the management of business organizations should incorporate a well-established job analysis programme into their human resource planning during recruitment and training of existing and prospective employees to boast its overall corporate performance continuously. Human resource managers should also endeavour to describe organizational jobs and specify the person who is to carry out the tasks with the basic knowledge, skills, competency, ability, and other job characteristics for the corporate performance to be enhanced steadily.

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