It could be performed through “Direct observation”, personal discussions, group sessions and use of expertise of technical or non- technical experts in the field. Besides this the use of subjective questionnaires and pre-prepared questionnaires may also be used, according to the needs of the situation (The worldatwork handbook of compensation, benefit & total rewards: A comprehensive guide for HR professionals 2007, p.181).
One critical aspect that job analysis needs to consider is the evolving nature of corporate functioning, especially at an executive hierarchy.Thus, job descriptions may undergo major changes which need to be incorporated in the job analysis planning and in the determination of rewarding against job descriptions. There are, basically two aspects to be considered, firstly, nature of functions carried out by the employee and secondly, the level of performance. While nature could refer to job description and kind of work to be done, the level would determine what kinds of skill sets are required for the job, the level of responsibility and commitment to the job, and finally, what kind of compensation needs to be provided, in commensuration with the nature and level of the job carried out.
Different job descriptions demand discrete requirements. In essence, the Human Resource Manager (HRM) needs to ensure that the skill sets, qualifications and experience of incumbents match with the demands and needs of the job and is a best fit. In some cases, work demands may require functioning at a higher level than the present one, and employers must thoroughly scan the potential of prospective employees in this regard. This could be in terms of length and intensity of work, its wider scope and the level of performance that is demanded at each hierarchy of organizational performance. Not only at an entry level, even along the career graph of any employee, at middle and top management levels, it is important that there is a proper matching between the ...Show more