Jubail University College
Department of Business Administration
Semester 431
Assignment No: 2
Section No:
Course Code: HRM 211
Course Name: Job Analysis &
Design
Student ID
Student Name
1.
2.
3.
4.
5.
HRM 211 Job Analysis & Design
Assignment 2
Instructions:
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Imagine that you and your team are newly appointed HR assistants for your company
which is newly established at Jubail industrial City.
Prepare a presentation on the topic “Job Analysis for Staffing and Training”.
You are required to conduct a job analysis. The main objective is to prepare staffing and
training needs for one job in the company.
a. For staffing needs, prepare a job description for the chosen job.
b. For training needs, discuss the three main entities for training needs assessments.
c. State at least two factors that can impact the job analysis process.
Demonstrate leadership and teamwork in coordinating the contemporary issues on job
analysis and work design.
Each group should have five students.
Submission via Blackboard only. Submission should include one PPT arranged as the
following:
▪ Cover page
▪ Presentation (with voice recordings). Insert the microphone in each slide and the
footer should have the name of the student during the narration. Group
presentation should be between 15-20 minutes.
▪ Teamwork table. At the end of the presentation, include a breakdown of work
allocation
▪ References
Name of the file should be labeled as the following: [HRM 211/Group #/Sec #]
Due Date: Week 13, Thursday, 3 PM
GRADING RUBRICS
Demonstration of leadership and team
The overall presentation focusing
work in presenting training plan. Your
on staffing and training needs for
work will be evaluated based on
conducting job analysis study,
coordination, unity, and clarity.
including knowledge of the subject
and comprehensiveness of content.
(15 Marks)
(5 Marks)
Total 20
10 %
Jubail University College
Department of Business Administration
Semester 421
Assignment No: 2
Section No: 202
Course Code: HRM 211
Course Name: Job Analysis &
Design
Student ID
Student Name
1.Shaha alrashed
391200120
2.Abeer albassam
382200471
3.Hessah almutairi
391200287
4.Wadha alkhaldi
381200084
5.Lama alqahtani
391200288
1
Introduction:
In the beginning, there are two goals which industry and organization are involved in, it's recruiting
and preparation. Some people have related to these positions under a larger Talent Recruitment
heading. Recruitment entails the organization recruiting employees and appointing them to
positions where the company can be beneficial. Employment frequently concerns the potential
plans of big businesses. We must have a community of citizens who operate in progressively
responsible employment. The work is essentially set or unique and the workers are picked
according to the job. Experiences in training develop people's understanding, talents, and skills.
Therefore, individuals are adjusted to suit the role best instead of being chosen to accommodate
the task. Also, people's problems must be taken into consideration whatever they are. As for people
with special needs or the handicapped, we must look at their goals, their potential, and their strong
memory. Do not forget that technology is an essential thing everywhere, it is very important now
in such circumstances as Working from home. When applying for a job, there is a wide range of
requirements that are represented in having previous experience in addition to training and
interaction with others and a set of basic skills such as the necessity of the availability of languages.
HR practitioners also gather work analysis details. As we said at the beginning about staffing and
training, it’s the basic essence in companies, and one of the most significant roles of human
resources (HR) management will be training and staffing positions in organizations. In this report,
the main focus will be on summarizing the staffing and training topic and discuss some of the
contemporary issues on the topic of "Role of staffing and Training in Job analysis.
Staffing:
Staffing in any organization is a hollow container. People take up their work (Schneider, 1987),
and it is the staffing point to find the right people to fill the business. Three key functions are
available:
1. Recruitment
2. Selection
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3. Placement (some aspects of which are referred to as “on-boarding”) some things named "onboarding" normally allows individuals from outside the corporation to apply for a position inside
the organization. In large businesses, though, there is often a mechanism where positions are
released in the business before being marketed outside the company if there is no appropriate
internal applicant. Recruitment may then be both internally and externally throughout the business.
The recruiting process draws jobseekers. Selection consists of finding candidates to recruit from
the population. The organization seeks to find out details about the candidates that can help the
corporation to figure out which candidate is more qualified for the role
Recruiting candidates:
Recruiting candidates from outside the organization typically includes searching for a role within
the company. The candidates want to figure out what the organization is going to give them. If all
goes right, the company and the nominee select one another, and the candidate becomes an
employee. Choosing the right individual to do the job is critical. In the other side, positioning
requires picking the work or place to be used and taking the appropriate steps.
The most obvious purpose of the recruitment and selection process is to hire employees. Candidate
must adapt to the values and needs of the organization and the vacancy itself. However, in the
same way that we have taken care of the phases that the selected applicant has passed, we must
implement them properly.
Policies in personnel recruitment processes:
Personnel recruitment policies are the exclusive jurisdiction of the human resource manager.
Along with the rest of the HR components, it is essential to establish general recruitment
guidelines. As we said in staffing, policies should be comprehensive but serve as a guide. It is
not in any way necessary to delete them, they can be modified at any time a fundamental change
in practices is deemed necessary.
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Salary range in hiring employees is important. In human resource policies, elements related to
employment must be identified. First, pay ranges must be registered. But the pay range has other
problems, too. Which is that in certain jobs, it is necessary to be flexible due to the lack of people
for these jobs. Other items that get fixed are vacations, job title ... etc., but what is essential are
the company's internal rules.
This should be apparent at the time of the appointment as the employee must know what he or she
has to adhere to within the company, and in addition, he/she must be explicit that he/she is abiding
by it. Finally, you also need to determine how to handle the data provided by the employee.
Recruitment:
Personnel recruitment policies are the exclusive jurisdiction of the human resource manager.
Along with the rest of the HR components, it is Recruitment If companies have positions to fill,
they invite candidates to apply for them—that mean they hire candidates. Recruiting strategies are
as diverse as companies; some depend on word of mouth, while some are forced by regulation to
put written ads in particular publications. Accepted ways of hiring include advertisements for
publications or trade magazines, walk-in, career fairs, recruitment on universities, internetwork
boards, and some sort of clever recruitment practice that can be created by recruiters. For example,
a tech business recruiter places their cards in bookstores (Harris & Brannick, 1999) as C++
(programming language). A second advertises her for drinking ads in a restaurant where people
are probably good applicants (Harris & Brannick, 1999). Another advertisement. Present workers
are sometimes invited to suggest to people they feel the business will be well supplemented. Much
web-based recruitment and career applications are currently available can help:
1. To make people aware that a job is opened up, including people from various backgrounds who
make an effort to achieve equal opportunity for employment (EEO).
2. Encourage people (particularly employees) to apply (i.e., to advertise the business as a nice
place to work).
3. Details on work qualifications and the essence of an organization or organizations to prospective
candidates. As far as the message is apparent, the first feature is simple to accomplish for every
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strategy. See the work advertising on each of the above listed web-based employment pages. The
latest one reads as follows: recruit of CDL-Class A truck drivers for open, competitively paid,
versatile domestic time and high-profits roles. This work ad tells us specifically that the company
needs to recruit someone to push trucks (18-wheel, half-tractor trailers). The candidate would be
drawn by the components on fair wages, flexible time at home, and excellent benefits. The role is
for class A.
Job Specification:
Analyzing the function is the procedure to determine tasks and skill requirements for the job, and
the profile assigned for the person to be filled. Job Description is a list of task and performance
responsibilities, relationships, reports, work conditions, and supervisory responsibilities for other
employees in the job. It is the product of the analysis already mentioned. The function specification
is the list of human requirements. Of the post, any education, ability, previous experience,
personality, etc., necessary for the position. It is also the product of the analysis mentioned above.
To make a job analysis, it depends generally on the way or the operating sheet provided for posts,
and the methodological notes are executed for similar tasks, and in-depth interviews and interviews
are conducted, and customer chain and suppliers are recorded. Which is part of them, the
expectations of presidents and subordinates, etc.
Key Considerations for Recruitment:
The function is referred to as an administrative unit in the division of labor, which is also talking
about the analysis of tasks, analyzing the function, and requirements required by each post, as well
as qualities and responsibilities that will be. Through this analysis, information is obtained on the
following aspects:
● Job Description: refers to the process that is determined by the tasks and requirements requires.
● Employee selection: It is executed through a process in which the employee meets the properties
necessary for function performance.
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● Training: It also depends on the requirements that must be covered in the post.
● Job title: It must be accurate and reflect the activity to be performed. It serves to give an identity
to each worker and indicates the status and value of the job.
● Summary: One long phrase that reflects the nature and purpose of the job.
● Work Activities: List the tasks or activities that need to be performed.
● Tools or equipment used: Determine the tools needed to carry out the activity.
● Job context: Describe the work environment and the factors that affect it, such as stress, physical
requirements, temperature, number of employees in a particular area, hazards, etc.
Selection:
It can be done through:
● Questionnaire and interview with the incumbent. First the occupant answers the
questionnaire and then provides a quick interview; The questionnaire will be taken as a
reference.
●
Questionnaire with the concern and interview the president to deepen and clarify the data
obtained.
●
Questionnaire and interview with the president.
●
Direct observation with the incumbent and meeting the president.
●
Questionnaire and direct observation, both with the incumbent.
●
Questionnaire with top and direct observation with the incumbent, etc.
●
Job Performance: Determine the method in which the worker will be evaluated.
Test Validation:
The most famous is the form of paper and pencil (although they are more accessible on the screen
these days, so a better term could be point-and-click). Two key styles may be differentiated from
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the point-and-click variation: those targeted at measuring high output and those planned to evaluate
typical performance. We have all kinds of skills tests in the highest performance category, such as
the infamous SAT and/or professional testing analogies, speech, arithmetic thinking, and so on. In
this category. This group will often require assessments from relevant information bodies (e.g.,
real estate law for real estate brokers, geographic geographies for taxi drivers). Typical item styles
present a challenge and enable you, the test consumer, to select the best response.
We have attitude, interest, and so on assessments for the standard success group. The standard
item includes a comment, and in some form, the test user reveals its utility. The job sample is
another common exam. The solder may be asked to solder something to monitor, maybe by an Xray to see whether the weld is completed correctly. There will also be several simulations, such as
the appraisal center, which involves a set of corporate simulations used mostly to pick senior
managers. While the interview is also not a psychological examination that is competent (although
it can be if you design a formal interview), the interview is a legal evaluation, and it is a way to
obtain and analyze facts to settle about a choice. Therefore, with both formal and unstructured job
interviews, the principles common to psychiatric assessments apply.
Content-Oriented Strategies:
Content-oriented test validation (wow) attempts to connect the test content to the work content.
This is simpler to achieve if the work assignments are specifically related to the exam. When
choosing job scenarios, simulations or work awareness assessments needed to be carried out the
case for the research offered by contented-based approaches is strongest. In this case, KSAOs can
be specified according to the tasks involved and involve little inferential leap from the task to the
exam. E.g., if the work involves welding, a welding test may be planned to sample the main
activities. When the validation measures are extracted from research material judgments, the job
review should usually concentrate on assignments and work practices should be the key interest.
Such descriptors, like goods and facilities, can also be of concern, as well as devices, tools,
appliances, and job aids.
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There are 5 key stages in the work (where each stage is broken down into depth if you move):
1. DE pack the lorry. The recipient must extract the components from the truck through a forklift.
2. Break the skid. So that the components on the loading dock are precisely what was expected
and what would be compensated for the purchaser must review the components against the
packaging slip.
3. Receive the elements of the computer device. The percipience then positions the code in the
computer to modify the inventory of the warehouse to enable the computer machine to store any
component in a bin.
4. Do reporting and marking. The receiver uses the computer and printer to print labels and then
attach labels to pieces.
5. Put the bits off. Finally, the user can transfer the pieces in the delivery center from the loading
port to containers defined by the computer device. (The pieces are then taken out of the containers
and delivered to a store).
Criterion-Oriented Strategies:
In certain instances, the criteria for workers are not only a sample of the activities. In a mechanic's
consciousness, for example, we may be involved. The steps in the adjustment of brakes are unclear,
but careless brake adjustment can have terrible consequences. There is nothing. As a result of bad
results, the job knowledge and information to the worker is naturally connected, that is, to the tasks
to the KSAOs. In both instances, knowledge regarding the activities also needs to be collected.
Project details is therefore not enough to meet the workforce needs alone. Under such instances,
proof of legitimacy corresponding to standards collected through a validation sample can be
included.
Training:
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Training, as well as hiring, is commonly viewed as a set institution within which individuals are
suited. In the workplace, the individual who better meets the needs of the work is well adapted
between occupations and workers. In training, people are trained to fit the job, that is, to acquire
knowledge, expertise, or other requirements like certification. In this way, they are trained. As
these qualities and traits are more lasting, they are seldom educated. Take into consideration our
work recipient. Receivers must match names and numbers on packaging slips easily and reliably
with names and numbers of products shipped. We may then pick them for perceptional pace and
accuracy (competence). The receivers need to compare the number of articles contained on a
packing slip with the number received, so they must be able to quickly and accurately count, add,
subtract, and multiply. (Often, parts are only partly complete and thus far more efficient).
Training and Development:
The center of the teaching is training and growth. The evaluation of requirements gives direction.
Instructional targets are what qualified individuals can do. Training and development provide the
setting and activities that enable trainees to learn what they have to do and the learning will
continue in their job if the training programmed works well. This phase involves both the selection
and design of the instructional programmers and the training itself. Lots of questions have to be
answered in the design of the instruction. Where are you going to take the instruction? What is to
be used in the media? Who's going to deliver the training? How can you figure out what
instructions?
Evaluation:
Training should involve testing so that the trainee can demonstrate what has been learned. If
assertiveness is being trained, the trainee should demonstrate assertive behaviors in a social
situation. If the training is about how to operate a forklift, the trainee should use a forklift to
complete a task.
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Selection Versus Training:
Both selection and training tend to focus on critical tasks, occur frequently, are difficult to learn or
perform, or have a high consequence of error. In short, both are concerned with the job’s most
important tasks. One major distinction between selection and training has to do with the
characteristics of the applicant pool. If most applicants have the knowledge or skill, it makes sense
to require the skill upon entry rather than to train for the skill. On the other hand, if most of the
applicants do not have the knowledge or skill, or if a company is specifically looking for beginners
to learn “the company way,” then it makes sense to train for the knowledge or skill. This is the
reason job analysts try to establish whether it is practical to expect a skill in the applicant pool and
whether new workers need the skill right away. An organization’s management and culture will
often dictate whether the organization prefers to hire applicants who already possess the needed
KSAs.
The contemporary issues on the topic of "Role of staffing and Training in Job analysis":
Human resource management is now becoming more common in comparison to other management
programs, some HRM activities have become contemporary activities, such as recruiting, training,
and growth. For example, a case in the administration of human capital in the Kingdom of Saudi
Arabia focuses on the necessity to attract, train and cultivate Saudi professionals, so that young
Saudi graduates from Saudi universities can find and gain suitable jobs. The Kingdom of Saudi
Arabia currently has a robust economy and a healthy market, and there is no question that oil is
the bedrock of the Saudi economy, but the Kingdom has made tremendous efforts to diversify its
economy, including the manufacturing, commercial, and service sectors, especially the retail
sector. To grow the economy. In the Kingdom of Saudi Arabia, contemporary human resource
management concerns in the retail sector are complex, illustrated by emerging challenges in
recruiting, human resource allocation, and the growth of human resource expertise and capabilities
in retail trade. This is just a general example of the contemporary issues or challenges affecting
human resource management, however, there are more challenges that can be discussed on this
topic, but the main focus in this report is going to be on two main challenges explained in details
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regarding the training and staffing topic, which is the challenges facing employees working from
home and the challenges facing the disabled community.
1- Challenges facing employees working from home:
With the start of the spread of the new Coronavirus around the world many countries, issued a set
of orders and instructions that stipulate the necessity to work from home (WFH) while providing
appropriate wages for the employees working inside their homes, however, there is a lot of
challenges facing these employees who work from home, which are represented in a set of
problems or drawbacks.
First, is the most critical problem that all employees are dealing with in the meantime which is the
technical issues that can’t be solved easily since it’s very difficult to control remotely, one of the
main reason causing technical problems is the speed of the internet, not all countries around the
world are blessed with good internet speed especially cantoris that are economically
disadvantaged. Organizations and their employees in such countries are negatively affected
because of this problem. Therefore, the organization needs to find a solution to this problem to
make sure that both the employees' and the company's performance is not affected.
Second, a drawback that comes from working from home is the unequal salaries among employees
who work in the office and who works from home, this issue created a lot of debates on whether
the employees who work from home deserve to be paid equally with employees who go to their
companies to work inside their offices, this problem caused some organization to decrease the
salaries of their employees who work from home, which can be unfair since these employees are
doing the same amount of work like the rest. So the company needs to focus more on the
employee’s performance and the amount of productivity they are providing and look more in depth
on the aspect of doing the actual job to evaluate them, rather than focusing on where they are doing
their jobs.
Third,
another
drawback
related
to
being
unequal
is
the
hindrance
of
career
advancement(Promotion), Fored &Butts (1991:21) believe that the saying “out of sight out of
mind” is true and valid, they claim that the employees who work from home have fewer chances
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to be known and get promoted, since the management may not know the interpersonal and
communication skills they have and their managers may find it hard to give recommendations.
This can affect negatively the future of the employees who are working from home. So
organizations facing this issue must find a convenient way to keep track of the employee
performance remotely and provide training for managers to identify employee’s skills and to
provide fair evolutions and recommendations.
The fourth, drawback is the limitation of the direct or the face to face communication among the
employees, their colleagues, and managers, this isolation and lack of communication can make
employees who work from home feel alienated from their coworkers and the most important thing
is not focusing on the company’s goals and values, so organization who’s dealing with this issue
fears that employees working from home focuses and priorities their errands rather than work. So
organizations need to make sure that all employees regardless of where they working from stay
connected and focused to keep achieving the organization's goals.
Finally, an obvious drawback is a lack of work-related recourses like the technical equipment and
the stored files in the worksite needed for the employees to do their tasks. Also, some employees
are using their personal devices to do their work which can be a high risk to the security of the
organization database.
Therefore, having all these problems that can negatively affect employees who are working from
home, make it clear that the organization and management have a big role to control these
problems, and it’s their responsibility to solve these problems and make sure everyone within the
organization is doing their job and being evaluated equally based on their performance, at the end
of the day the employees are the ones that can assure the success of the company, so providing
them the training and resources need to handle such problems in their jobs is very important.
2- challenges facing the disabled community:
what is a disability? And how it is related to staffing and training? These two quotations can be
the most important questions regarding employment, since organization around the world are
trying to increase the employment percentage of the disabled community, people with disabilities
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make up 15% of the world’s population, and a lot of laws and policies were made in different
countries to assure that those people get their rights regarding employment and given equal
opportunities as the rest of the population on having jobs. Disability should be looked at more on
the social and environmental factors rather than just the physical or mental factors, a lot of
organizations and employers till this day is preforming the act of discrimination against the
disabled people either in the staffing phase or after getting the job. People with disabilities are
facing a lot of challenges regarding being employed and the challenges they face in the work place,
which are represented in a set problems or barriers.
First, is stereotyping, this barrier can be the first challenge that disabled people are facing around
the world. Disability is stereotyped in term of having poor quality of life and being unhealthy
enough to perform some tasks because of their impairments. Some organization decline staffing
people with disabilities because of this matter and thinking they will not have the ability to handle
the job and will not gain the skills needed even with training, a study made in 2017 showed that
35.5% of people with disabilities, ages 18 to 64 years, were employed, while 76.5% of people
without disabilities were employed, so it’s about the double of the people with disabilities.2.
Luckily this kind of organizations and employers preforming this act are punished by the law
because its forbidden.
Second, unequal salaries are one of problems facing people with disabilities, statistics showed that
people with disabilities are likely to have wages less than $15000 compared to other people with
no disabilities its 22.3% compared to 7%, although people with disabilities are handling the same
jobs and having the same skills needed to perform the tasks, some organization still pay disabled
people less just because of their impairments. This is considered as discrimination against disabled
people and organization preforming this act are punished by the law in some countries.
Third, is harassments within the workplace and a lot of disabled employee may face this problem
while working within an organization with different people, harassment can happen within the
workplace when an employee or manger treats, taunts, or antagonizes the employee with disability
to make him/her feel humiliated or ashamed, for example calling the person with disability names
because of his/her disability. This act can create a lot of issues in the workplace and most
importantly it may negatively affect the disabled employee’s performance in doing their job, that’s
why organization that has similar acts among their employees must implements strict laws and
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policies to remove this act within the work environment, and the organization must provide
training and workshops on how employees should interact and communicate with each other with
respect.
An example is given as well to show how people with even small impairments may be treated
differently:
Many research studies have shown that within the workplace, individuals who stutter face
obstacles. Specifically, research has shown that individuals who stutter are seemed to be less
competent than non-stutterers, less promising, less vocationally handicapped, negatively judged
by superiors/employers, and subject to discrimination within the workplace. Why do they need
lower job numbers? Why they face these problems?
About three million people within u. s. stutter, in step with the Stuttering Foundation of America
(SFA). Males are affected by fourfold quite females by stuttering. When someone stutters,
repetitions, prolongations, or times when no sound is produced during the attempt of the person to
speak may disrupt the flow of speech. But let's tell you ways if, given the chance to urge their foot
within the door, individuals who stutter may be highly qualified and able workers. those that stutter
are encouraged to speak with their employers about their stuttering so as to dispel stereotypes. The
study is conclusive that individuals who stutter perform successfully in an exceedingly style of
jobs that need communication skills, from sales to medicine to PR, people that stutter has an
obligation to be direct with their employers and will be prepared to speak about how their stuttering
could affect specific areas of performance.
In the end, companies must create chances and opportunity for people with disabilities and people
who suffer from stuttering, so that they can discover their talents, working and training, and it's
possible for companies to place a special training period for people with special needs and also the
disabled that suffer from stuttering or different kind of disabilities.
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Conclusion:
In the end, human resource management is very important and the role of staffing in training is
very critical because the success of the company depends on staffing the right workforce and
training them to be able to grow both the company and the employees, even though there’s a lot
of challenges and issues regarding that staffing and training topic, it can be solved and handled
well by finding the right methods and strategies.
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References
Atkinson, H. (2001). Bring back enrolled nurse training to help solve the staffing crisis. Nursing
Standard, 16(12), 30. https://doi.org/10.7748/ns.16.12.30.s47
Morgeson, F. P., Brannick, M. T., & Levine, E. L. (2019). Job and Work Analysis: Methods,
Research, and Applications for Human Resource Management (3rd ed.). SAGE Publications,
Inc.Chapter 8- Staffing and Training
(n.d.). Retrieved November 23, 2020, from
https://www.mnsu.edu/comdis/isad9/papers/rice9.html
Stuttering. (n.d.). Retrieved November 23, 2020, from
https://askjan.org/disabilities/Stuttering.cfm
Job Seekers Who Stutter Can Become Great Employees. (n.d.). Retrieved November 23, 2020,
from https://www.stutteringhelp.org/content/job-seekers-who-stutter-can-become-greatemployees
Thorstensson, E. (n.d.). The Influence of Working from Home on Employees' Productivity.
Retrieved from https://www.diva-portal.org/smash/get/diva2:1446903/FULLTEXT01.pdf
Midwest New Media, L. (n.d.). Workplace Fairness. Retrieved November 23, 2020, from
https://www.workplacefairness.org/disability-discrimination
Disability and Health Disability Barriers. (2020, September 16). Retrieved November 23, 2020,
from https://www.cdc.gov/ncbddd/disabilityandhealth/disability-barriers.html
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