حد يقدر يساعدنى فى ترجمة نص

فيه فراشة تقدر تساعدنى فى ترجمة لهذا النص الى العربية وتكون دقيقة
Analysing jobs is central to the people management process.
Establishing and defining jobs correctly is the starting point for not just
the recruitment process; it plays a major part in the way employees are
managed and motivated, becoming the basis for the performance
management process (see Chapter 8); it helps to establish how
employee’s training needs are analysed (see Chapter 10) and has a
major input into the design of pay systems, especially the comparison
of one employee’s pay with another (see Chapter 9).
Job analysis can take place in a number of situations, all of which are
associated with organisational change. In the event of a merger or
takeover, uncommon for an analysis of some of the critical jobs
to be commissioned it is not to see if changes need to be made in the light
of the new business imperatives. This may result in the work being
re-designed, often with fewer employees. When a major expansion
takes place and many more staff are required for one or two posts, job
analysis may take place to correctly define the posts for recruitment
purposes or to re-design them so there is greater efficiency. A third situation is when redundancies are necessary and jobs may be analysed
in terms of workload and purpose. Business process engineering,
where organisations closely examined every activity and process within
the process, taking out those which did not add value, was very common
in the late 1980s and early 1990s, and used job analysis extensively.
The size of the organisation can influence the process of job analysis.
In large organisation, where hundreds of recruits are sought each
year, such as in defence or banking, it is worth undertaking rigorous
job analyses as the consequences of selection mistakes can be very
costly to the organisation. For example, employing an unsuitable candidate
in a control room of a nuclear power station could result in millions
of pounds worth of damage. Similarly, as recruiting and training
a police officer can cost £100,000, it is vital to get the job design right
and match this with the recruitment processes and methods so fewer
trainees leave before their training is completed (Cooper et al., 2003).
An important element to remember, although it gets very blurred in
practice, is that the aim of job analysis is to analyse the job, not the
performance of the employee carrying out the job.
How to carry out job analysis
The analysis starts with a definition of what information needs to be gathered.
This can include the instructions given as to how to carry out the work,
the processes that lead to the job holder’s actions (communications,
flow of work, etc.) the nature of the mental and physical processes
required, the degree of flexibility in the work itself and in the
employee’s thought patterns, the targets and required outcomes, the
relationships with other employees – superiors, peers and subordinates –
and the general terms and conditions attached to the work.
The next stage is to decide on the format for collecting the information
required. For a full description of this topic, see Taylor (2002) but
here is a summary of a number of ways that this can be done:
Asking employees to complete a questionnaire. This can be designed
by the organisation, with or without the help of specialist consultancy
services, or there are a number of standard questionnaires
available on the market. The questionnaire needs to be
able to be readily computerised from which job descriptions
and person specifications can be readily drawn. The advantage
of using this system is that the questions are standard and, if
tested properly, will be user friendly. The difficulty is that filling in questionnaires about their job is not always a favourite pastime
of employees and they may choose to exaggerate the
importance of some aspects of their work.
Asking employees to keep work diaries. This method, if carried out
properly, will get a very accurate picture of what actually happens
over an extended period, say a week or month. However,
many employees will be generally reluctant to carry out such a
demand and those that do it properly may not be typical.
Again, it is possible to build up the job beyond its actual
importance.
Observe the employee. A realistic picture can certainly be drawn
up using this method. However, a one-to-one observation is
very expensive and time consuming, and may need to be
spread over a period of time for it to be representative. It
would not be very appropriate for work in accounting offices,
where there is a monthly cycle, an annual cycle and often a
quarterly cycle as well. It may well be that employees behave
differently when they know they are being observed but this
may have less truth these days following so many ‘fly on the
wall’ television programmes. Even in today’s more compliant
workplace, it is unlikely (and unethical) to consider using
video recorders for this purpose.
Interview the employee. Sometimes carried out in groups, this
provides the opportunity to get the full picture of the post by
using probing, clarifying and reinforcing questions. With a
group of employees, it may be possible to obtain a more consistent
all-round picture, especially in the areas of responsibility
and decision taking. Through interviewing, two specific
techniques can be used to produce an outcome. The first is
the repertory grid technique where, through questioning, a grid
is constructed of the tasks carried out and the skills and competencies
required to carry out those tasks, scored from, say,
one to five. This is of considerable assistance in producing an
accurate person specification.
The second technique is that of drawing out a set of critical incidents to
examine which parts of the job are crucial to its success or failure.
Starting from a study of key job objectives, the employee is asked to set
out anecdotal incidents which resulted in achieving or not achieving
those objectives and the part they played in these incidents. This
process assists in being able to draw up the skills required to be successful
in the job.