Job Analysis and Internal Organizational Alignment

Job Analysis and Internal Organizational Alignment

Introduction

Job analysis and internal alignment play a vital role in achieving an organization’s set objectives. Job analysis entails the study of a job to understand the activities and responsibilities of the job. In addition, job analysis reveals the contribution of a given position to other jobs and the qualifications required for the performance of the job. Internal alignment focuses on payment relationships among different jobs in a given organization (Jevtić et al., 2018). There exists a strong relationship between job analysis and internal alignment in any given organization (Dalla Pozza et al., 2018). Payment for other employment, skills, and competencies in an organization depends on the responsibilities and operations of a given position.

Relationship Between Job Analysis and Internal Alignment

            Internal alignment objective encompasses job analysis techniques. Job analysis scrutinizes jobs in an organization, how they function, and how they help align its set goals (Dalla Pozza et al., 2018). Job analysis enhances internal alignment and allows an organization to work effectively and efficiently (Jevtić et al., 2018). Job analysis improves internal alignment as the company can make informed decisions concerning staffing, payment design, performance, and compliance with the state’s rules and regulations governing the start and running of the organization.

In addition, job analysis creates pay designs within an organization. There exist different payments for different jobs. Charges for other employment, skills, and competencies in any given organization depend on the responsibilities and operations of a given task (Dalla Pozza et al., 2018). To enhance internal alignment within an organization, companies should conduct performance evaluation techniques to gauge employees’ contribution to the achievement of the organization’s set goals and standards (Jevtić et al., 2018). With job analysis and internal alignment, employees should be paid depending on their skills, competencies, and responsibilities.

Furthermore, job analysis enhances stuffing within an organization. Through job analysis, an organization establishes a guiding model to deal with the selection of employees, compensation, performance, and skills required at different levels of work (Khtatbeh et al., 2020). Clear boundaries between management and subordinate staff within an organization result from job analysis.

Decisions involved in job analysis

Significant findings involved in job analysis include payments, employee benefits/ compensation, employee performance, and employee competency/ hierarchy of work. Wages or salary is the common factor when analyzing any given job. In most organizations, highly skilled and competent employees are paid well (Khtatbeh et al., 2020). Equally, these employees with the knowledge and skills to perform sensitive tasks receive commissions and bonuses for services rendered. Payments for employees are made based on their responsibilities, skills, knowledge, and experience.

Employee compensation is based on the current market values. Payment is made upon completion of work. Compensation is contractually based in that the organization assesses part of work done and assigns value to the job (Khtatbeh et al., 2020). When the value of work done is higher than the initial invested capital, it benefits the contractor/employee.

Hierarchy of work is associated with staff ranking as per their competencies. Employees at better positions in an organization are there because of the excellent outcome for the company. Employees with the knowledge and skills to handle sensitive skills hold higher positions accompanied by huge payments (Khtatbeh et al., 2020). High-performance employees also are entitled to senior positions at places of work.

How task data and behavioural data are used in management decision-making

Employee performance and code of conduct play a vital role in management decision-making. For instance, high-performing employees have chances of promotion to the management team. Employees who work under minimum supervision can be assigned sensitive tasks at places of work (Muhammad et al., 2018). Most managers prefer working with employees who are highly skilled and knowledgeable. Information concerning employee performance helps managers set duties for employees based on performance. Employees who do not give good results should not be assigned sensitive tasks, as this will lead to poor performance in an organization (Muhammad et al.,2018). Management should motivate both highly and poorly performing-employees for the continuous success of an organization. Promoting high-performing employees for higher positions enhances creativity and good management decision-making processes.

How employees relate with each other at places of work determines the effectiveness of management decision-making. When a good relationship exists between the management and an employee, decision-making becomes easier (Aksiana et al., 2019). With a good relationship, ideas are shared among the employees. Thus decisions are easily reached.

Advantages and disadvantages of quantitative approaches to data analysis

Quantitative research helps organizations make decisions using already conducted statistics and recorded. The advantages of quantitative analysis are results can be tested, checked, and is straightforward (Nardi, 2018). Additionally, quantitative research results can be repeated in case of any doubts because they are experimental. Further, quantitative research is numerical thus easy to understand.

The disadvantages of quantitative research include a false focus of numerical and difficulty in setting a business research model. Most business people assume that recorded experimental numbers are credible since they are the scientific base; that is not the case because of errors when recording the results (Nardi, 2018). Business models require steps and explanations that are not expressed using numbers.

Conclusion

When conducting job analysis and internal organizational analysis, it is advisable to use qualitative research approaches. Qualitative approaches such as questionnaires provide detailed information that can be used in the establishment of business models for decision-making. Job analysis plays a vital role in an organization as it promotes informed decision-making, stuffing, payment design, organization performance, and compliance with state rules and regulations.

References

Aksiana, I. B. W., & Sujana, I. K. (2019). Effect of Risk Preference, Professional Domination, Information, and Professional Relationship on Ethical Decision Making of Tax Consultants. International Research Journal of Management, IT and Social Sciences, 6(4), 174-179.

Dalla Pozza, I., Goetz, O., & Sahut, J. M. (2018). Implementation effects in the relationship between CRM and its performance. Journal of Business Research, 89, 391-403.

Jevtić, M., Jovanović, M., & Krivokapić, J. (2018). A new approach to measuring the correlation of organizational alignment and performance. Management: Journal of Sustainable Business and Management Solutions in Emerging Economies, 23(1), 41-52.

Muhammad, R. S., Rupprecht, E. A., & Graves, C. R. (2018). Job Analysis of US Army Drill Sergeants. Human Resources Research Organization Alexandria VA Alexandria United States.

Nardi, P. M. (2018). Doing survey research: A guide to quantitative methods. Routledge.

Khtatbeh, M. M., Mahomed, A. S. B., bin Ab Rahman, S., & Mohamed, R. (2020). The mediating role of procedural justice on the relationship between job analysis and employee performance in Jordan Industrial Estates.

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Conducting a thorough job analysis to draft specific and accurate job descriptions is just one part of creating a pay structure that supports the organization’s strategy, helps with workflow and motivates employees to achieve the organization’s objectives. Ultimately, organizations need to understand what work is completed and determine how to compensate employees for completing the work. Some organizations look at the tasks being completed and assign value to the work, while others base pay on each person’s skills, knowledge, and experience.

Job Analysis and Internal Organizational Alignment

Organizations that choose to compensate employees based on tasks may determine the value of work using current market values if they are available. Task or job pay structures use a variety of methods to evaluate jobs, and, as with most evaluation methods, each has advantages and disadvantages. In the end, the job evaluation process results in a hierarchy of work which supports internal alignment while still being adaptable to changing conditions. Organizations which choose to generate a pay structure based on skills or competency must still collect information and establish certification methods. In the end, it does not matter which method is used as long as the designed plan can be implemented fairly, communicated clearly to employees, and is reliable, valid and accepted by employees.

In this Assignment, you will consider the relationship between job analysis and internal alignment. You will examine how management uses the data gathered during a job analysis. In addition, you will analyze the advantages and disadvantages of using quantitative methods in conducting a job analysis.

To complete this Assignment, review the Learning Resources for this week and other resources you have found online, then respond to the following bullet points in a 3- to 4-page paper:

*Analyze what job analysis has to do with internal alignment.
*Using the steps outlined in the Discussion, examine the decisions involved in job analysis and how task data and behavioural data are used in management decision-making.
*Analyze two critical advantages and two disadvantages of quantitative approaches to job analysis, such as regression analysis, over traditional approaches to job analysis, such as job description, interviews, review of job content, employee data and questionnaires.