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Terms in this set (53)

•Strategic HR planning. A job analysis is used to examine a company's organizational structure and strategically position it for the future. Does the firm have the right numbers and types of jobs and skills needed to cover the scope of its activities now and in the future? In addition, are the jobs aligned with one another, or do their purposes or duties conflict with one another? Are there tasks that need to be done in the organization that are not clearly assigned to a particular job? Conducting a job analysis helps ensure alignment.
•Workflow analysis and job design. The information generated by a job analysis can be used to analyze a company's work processes—that is, how work is done. Would rearranging an organization's workflow or jobs help a company better compete? Can the nature of the jobs be redesigned to improve the firm's performance?
•Recruitment and selection. Some of the information provided in a job analysis is contained in job advertisements. The information and qualifications provide a basis for attracting qualified applicants and discouraging unqualified ones.
•Training and development. Any discrepancies between the abilities of jobholders and a firm's job descriptions provide clues about the training jobholders need to succeed and advance into different jobs as well as the training the firm needs to provide.
•Performance appraisal and compensation. A job analysis provides the criteria for evaluating what constitutes a good performance versus a poor performance; the firm can then take steps to improve the latter.
•Compensation management. Conducting a job analysis helps HR managers figure out the relative worth of positions so the compensation for them is fair and equitable, and employees want to remain with the firm rather than search for other jobs.
•Legal compliance. If the criteria used to hire and evaluate employees are not job related, employers are more likely to find themselves being accused of discrimination.