A discussion of whether an organization can select new staff, either reliably or validly, without using a job analysis.
Written in 2002; 751 words; 8 sources; MLA; $ 26.95
Paper Summary:
This paper looks at the concept of job analysis which includes observation, interview and questionnaire based analysis in a structured format designed to analyze a job with respect to the work performed and the work environment. It evaluates how by conducting job analysis, HR professionals can best decide what competencies a potential candidate should have acquired prior to selecting new staff for a vacant position. It also examines how the selection process can certainly occur without the use of job analysis and how such a selection methodology will likely however, result in an increased turn over percentage for the position in question.
From the Paper:
"Certainly a candidate can be hired for a position without being aware of critical job factors. However, it is much more likely that a mismatch will occur between the candidate and the job requirements in the future. A HR professional or hiring manager that has not conducted an analysis may hire a candidate based on merit alone or a perceived good personality fit. However, once an applicant is selected, though they bring with them a positive spirit, they will certainly lack some or all of the basic competencies necessary to perform the job well in the long term. Without the use of a job analysis, a candidate can?t adequately be assessed for reliability and potential functionality within an organization."
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