Impact of Job Analysis on Job Performance
Journal of Diversity Management – Second Quarter 2010
Volume 5, Number 2
Impact Of Job Analysis On Job Performance: Analysis Of A Hypothesized Model
Rehman Safdar, Pakistan Electronic Media Regulatory Authority (PEMRA), Pakistan Ajmal Waheed, Quaid-e-Azam University, Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan
ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction; Job retention; Recruitment Process; Knowledge, skills and abilities
INTRODUCTION
I
n western countries human resource management (HRM) research has shown a shift from microanalytical approach (individual performance) to a macro-strategic (organizational performance) perspective but in a country like Pakistan micro level approach is yet to be analysed. Distant from the traditional personnel role, human resource management (HRM) has recognized new roles in terms of employee
Volume 5, Number 2
Impact Of Job Analysis On Job Performance: Analysis Of A Hypothesized Model
Rehman Safdar, Pakistan Electronic Media Regulatory Authority (PEMRA), Pakistan Ajmal Waheed, Quaid-e-Azam University, Pakistan Khattak Hamid Rafiq, National University of Modern Languages, Pakistan
ABSTRACT Researchers have developed a relationship between HRM practices and organizational performance, but the relationship between HRM practice like job analysis – employee Job performance remains unexplored. This paper, based on a study of employees of Pakistan Public sector regulatory authorities of telecommunication, oil and gas, power, media, security exchange, banking sector and organizations being regulated by these authorities is an attempt to develop and test a hypothesized model linking HR importance of job analysis with employee job performance. Survey results of 568 employees indicated that practice of job analysis was strongly related to employee job performance. The findings suggest that an organisation-wide policy of job analysis is an important source of competitive advantage in its own right, and requires due attention of HR professionals. The study extends the findings of the HR–employee job performance research pursued in Western countries to a non-Western context. Keywords: Human resource management; HR practices in regulatory authorities; HR-performance linkage; Job analysis; Job performance; Job satisfaction; Job retention; Recruitment Process; Knowledge, skills and abilities
INTRODUCTION
I
n western countries human resource management (HRM) research has shown a shift from microanalytical approach (individual performance) to a macro-strategic (organizational performance) perspective but in a country like Pakistan micro level approach is yet to be analysed. Distant from the traditional personnel role, human resource management (HRM) has recognized new roles in terms of employee