Job Analysis and Selection Methods
JOB ANALYSIS AND SELECTION METHODS * `JOB ANALYSIS METHODS
INDIVIDUAL INTERVIEW METHOD
This method entails interviewing all employees for a particular position in an organization separately and then combining the result from different individuals into a single document.
For this method to be effective the interviewer is required to ensure the interviee fully understands the reasons for the interview to avoid such interviews to be viewed as efficiency evaluation which may hinder them to describe their job accurately.
The method can be utilized efficiently for top management job analysis for example the position of the managing director of a company. This would enable acquisition of vital information such as general purpose of the job, responsibilities, duties, education, experience and skills required.
(Henderson, 1985)
Advantages
* It’s simple and quick hence it’s the most used method in the world. * It can reveal important information that might not appear in written form and information on activities that does not occur occasionally. * It provides a chance for the interviewer to explain the importance, need and functions of the job analysis. * Can be used to generate qualitative data. * Suitable for jobs with long job cycles.
(office of human resources, 2008)
Disadvantages * Employees may distort information by exaggerating certain responsibilities and minimizing others. * Sometimes to obtain valid information can be a very slow slow and time consuming * Experienced interviewers and properly designed questions are required. * Data gathered by the process is subjective and requires to be verified. * Combining data from discreet interviews is sometimes difficult.
(office of human resources, 2008)
STRUCTURED QUESTIONNAIRE METHOD
This method involves designing questionnaire and having employees fill them to describe their job related duties and responsibilities and rate them. Questions can be structured and employees given a
INDIVIDUAL INTERVIEW METHOD
This method entails interviewing all employees for a particular position in an organization separately and then combining the result from different individuals into a single document.
For this method to be effective the interviewer is required to ensure the interviee fully understands the reasons for the interview to avoid such interviews to be viewed as efficiency evaluation which may hinder them to describe their job accurately.
The method can be utilized efficiently for top management job analysis for example the position of the managing director of a company. This would enable acquisition of vital information such as general purpose of the job, responsibilities, duties, education, experience and skills required.
(Henderson, 1985)
Advantages
* It’s simple and quick hence it’s the most used method in the world. * It can reveal important information that might not appear in written form and information on activities that does not occur occasionally. * It provides a chance for the interviewer to explain the importance, need and functions of the job analysis. * Can be used to generate qualitative data. * Suitable for jobs with long job cycles.
(office of human resources, 2008)
Disadvantages * Employees may distort information by exaggerating certain responsibilities and minimizing others. * Sometimes to obtain valid information can be a very slow slow and time consuming * Experienced interviewers and properly designed questions are required. * Data gathered by the process is subjective and requires to be verified. * Combining data from discreet interviews is sometimes difficult.
(office of human resources, 2008)
STRUCTURED QUESTIONNAIRE METHOD
This method involves designing questionnaire and having employees fill them to describe their job related duties and responsibilities and rate them. Questions can be structured and employees given a
References: Henderson, R. J. (1985). Compensation Management: Rewarding Performance. Upper Saddle River, N.J.: Prentice Hall. office of human resources. (2008). Compensation & Classification. South 2nd Street, Minneapolis: The University of Minnesota. Patrick Hauenstein. (2005). Employee Selection: Part 2 – Interviews and Simulations. Navient Corporation.