A Person-Oriented Approach to Job Analysis - Essay Example

? Job Analysis Job Analysis Introduction Job analysis is defined as an approach of systematically collecting information on a specified job and it includes the tasks to be performed and the required skills. In addition, the responsibilities that the job requires out of an employee are part of job analysis (I-Wei & Kleiner, 2002). Job analysis is also defined as “a method for describing jobs and or the human attributes necessary to perform them” (Spector, 2008). Within an organization, job analysis is an undertaking which plays a significant role in the planning process especially within the human resource department. Job analysis is also described as “the methodological description of a specific job in relation to the most appropriate human characteristics that are required for effective performance” (Cook, 1995). This paper analyses the job of a Finance Manager using the person oriented approach and its methodologies. The job that I selected was motivated by my future dream of starting my own Finance Firm. The application of the person oriented approach in the job analysis within an organizational context is also explained in this paper in addition to the assessment of the validity and reliability of the given job analysis. Moreover, the advantages and vulnerabilities of the methods used to appraise performance are discussed. A Person Oriented Approach to Job Analysis Job analysis is usually a formal undertaking which involves a specified systematic procedure that yields written results or report to describe aspects of the job. Job analysis may take either a job oriented or person oriented approach, each of which is facilitated by the various methods (Oswald, 2003, p. 800). “A person-oriented job analysis provides a description of the characteristics, or KSAOs, necessary for a person to successfully perform a particular job” (Spector, 2008). A person oriented approach in job analysis focuses on the attributes of a person that are necessary for him or her to effectively perform the tasks that the job demands. These attributes include “the knowledge of the person, skills, and the abilities in addition to any other attributes that are considered most suited for a specific job” (David, 1998, p. 58). A Finance Manager is mandated to manage financial activities of a firm in relation to the management of the process of creating and maintaining various reports that are related to the financial activities of the organization. Moreover, a Finance Manager has the responsibility of managing all business strategies which regard to the financial function of a firm. Therefore for a finance manager to be able to execute his or her duties effectively, relevant knowledge, abilities and skills in addition to desirable personality attributes are needed as a way of ensuring that the manager meets the objectives related to the finance functions of a firm with efficiency and effectiveness. Job Analysis and Validity Knowledge The knowledge that a Finance Manager must be equipped with include “an understanding of the financial processes of a business firm and the knowhow on the method of forecasting the financial status of an organization which aids decision making processes” (David, 1998). Moreover, a Finance Manager should be able to identify the possible risks that are associated with the finances of a business firm. Furthermore, the models of measuring the financial functions of a business organization must be known by a financial manger as a tool that will enable him or her to measure the financial performance of the firm (David, 1998, p. 59). Knowledge analysis is important for the firm because it enables it to be able to determine if the Finance Manager is qualified to perform the tasks related to his or her job. The analysis of the knowledge of a Finance Manager is an effective method of job analysis because it can be authenticated by the academic qualification which proves that the required and relevant knowledge was provided during the training. Skills The advances in modern technology and the use of computer systems and financial application software packages demands that a Finance Manager should have business computing skills. Additionally, a Finance Manager “should have interpersonal skills that would facilitate working with other finance department staff with efficiency, effectiveness and mutual understanding” (David, 1998). The importance role of overseeing meetings also mandates Finance Managers to have skills of conducting meetings across all functions of a firm because all units of an organization affect the activities of the Finance Department. Most importantly, a Finance Managers must have decision making skills which will enable him or her to reach accurate and informed financial decisions with efficiency. The analysis of these skills is important to the firm because they allow it to determine if the skills of the financial manger are relevant to the finance management job. The measurement of skills is reliable because it can be demonstrated by the working experience on the job being analyzed. Abilities “Ability is a person’s aptitude or capability to do job tasks or learn to do job tasks. It is a person’s potential to develop skills” (Spector, 2008). In job analysis, the assessment of abilities required for the specific job tasks involves the determination of the capability that a person requires in order to execute tasks. Moreover, the abilities involve the capacity of learning how to perform the tasks (David, 1998, p. 58). The ability of a Finance Manager to function in various financial capacities such as management of income statements, receipts and payments in addition to the performance of a financial analysis of an organization are important for effective execution of management tasks. It is through the analysis of a Finance Manager’s skills that an organization is able to evaluate whether the manager can train and acquire skills of performing other roles that are related to the financial function of the firm. Abilities may not provide reliable information because the Finance Manager may provide a convincing explanation that he or she is skilled which would not be the actual case within the working environment. Other desirable attributes A Finance Manager must have a good working attitude that will enhance his or her performance and the relationship with other staff within the organizations. Moreover, “a general financial awareness of the financial markets and environment is a desired quality for financial mangers” (David, 1998, p. 59). A hardworking attribute is also necessary for Financial Managers which will make them to exemplarily meet the objectives and targets of the firm. Performance Appraisal and Validity In performing performance appraisal, it is important to note that “a well-designed performance appraisal system will be based on a job analysis” (Spector, 2008). Behavior Focused Performance Appraisal methodology is performed on the Finance Manager through the use of the Behaviorally Anchored Rating Scale (BARS) which is effective in the rating the behavior of the manager because they relate behavior with a specific level of work performance (Cook, 1995, p. 3). This method of appraising the performance of human resource is valid and reliable in the determination of whether the behavior of personnel is relevant to the level of performance which is required by a specific job. The effectiveness of the behavioral appraisal methodology is important to business organizations because it helps them to determine the adequacy of the personnel performance. Graphic Rating Scale performance appraisal methodology can also be applied in the evaluation of the Finance Manager. This methodology will provide a list of the various areas that relate to the performance of a Finance Manager. This would include the effectiveness of the manager in the use of business application software to manage financial data or information. A numerical score is used to rate the performance of the manager. The benefit of this methodology is attributed to its simplicity but it is relatively unreliable and invalid as compared to other appraisal methods such as the behavioral focused performance appraisal (Cook, 1995, p. 3). This is because the method provides less elaborate description of the performance of the individual being appraised for performance. Additionally, the raters of performance appraisal which applies the Graphic Rating scale are likely to come with diverse interpretation of the rate of performance as presented by the evaluation scale. Conclusion Job analysis is important for organizations because it enables them to determine the qualification of the human resources for the tasks that a specific job demands of them. A person oriented approach is effective in job analysis because it centers the analysis on the knowledge, abilities and skills of human resource which provides valid information for the determination of the qualification of an individual for execution of tasks. In performance appraisal, a behavioral focused method is suitable in providing organizations with information which helps them to determine if the perceived personnel performance is adequate for a given job. References Cook, M. (1995). Performance appraisal and true performance. Journal of Managerial Psychology, 10(7), 3. David, I. (1998). The true financial manager. Government Executive, 30. 7: 58-59. I-Wei, C., & Kleiner, B. (2002). How to conduct job analysis effectively. Management Research Review, 25(3), 73-81. Oswald, F. (2003). Job analysis: Methods, research, and applications for human resource management in the new millennium. Personnel Psychology, 56(3), 800-802. Spector, P. E. (2008). Industrial and organizational psychology: Research and practice. 5th ed. Hoboken, NJ: Wiley.   Read More