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Figure 2-1 illustrates the pervasive influence of job analysis on the personnel/human
resource management function. (provide a table copy(table 4-2) which includes some
specific examples of where job analysis information becomes especially useful. Remember,
it is not exhaustive.)
2.2.2 Job Analysis Process
About the job analysis process you can find it from Figure 2-2.
b.
c.
Procedures used
d.
e.
a.
b.
Organizational context
c.
Social context
d.
Work schedule
e.
B.
C.
D.
responsibilities, working conditions, and activities of a particular job. And the latter outlines
employee qualifications such as education level, job-related experience, knowledge, skills,
or abilities that are required to perform a given job. (A copy of an example of a job
description and specification for a administrative assistant in the Department of Agricultural
Communications at a land grand university is attached.) The contents of them are presented
in Figure 2-2.
2.3 Job Design
Designing a job refers to the process of deciding what combination of tasks and
responsibilities should be allocated to it. There are different approaches to the design of jobs.
A. Traditional Job Design
The traditional approach to assigning job duties emphasizes the commonality or
similarity of particular jobs across organizations.
A. Maximum Efficiency and Job Design
This approach is concerned with finding the best combination of physical movements,
tools, and tasks to maximum productivity.
B. Psychological Issues and Job Design
This method emphasizes the psychological impact work has on the person performing
it. They create more interesting and challenging work and positive motivational force within
the individual.
SUMMARY
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