Human Resource Management Essay: Job Analysis, Practices & Governance

This essay delves into the core principles of Human Resource Management (HRM), emphasizing the crucial role of job analysis in understanding job roles and responsibilities. It explores the significance of job analysis in relation to HRM practices, organizational design, and governance. The essay outlines the process of job analysis, including planning, preparation, conducting analysis, developing specifications, and maintaining job descriptions. It highlights the importance of individual, organizational, and career development within HRM. The essay also discusses strategic human resource management, its alignment with business goals, and the importance of structured governance and flexible organizational design. The author emphasizes the impact of job analysis on recruitment, selection, training, and performance management, as well as its role in ensuring legal compliance and employee health and safety. The conclusion reinforces the direct relationship between HRM practices and job analysis, advocating for the adoption of structured governance and flexible organizational design to achieve success.

Running head: HUMAN RESOURCE MANAGEMENT
Human resource management
Name of student
Name of University
Author note

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Table of Contents
Human resource management........................................................................................1
Introduction....................................................................................................................3
Body...............................................................................................................................3
Conclusion.....................................................................................................................8
References......................................................................................................................9

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Introduction
Job analysis is important for understanding the job roles and responsibilities
and maintains a systematic process to collect relevant information about the job. The
job analyst is responsible for analyzing the job roles and responsibilities along with
the skills, knowledge and expertise required for the employees to perform various
tasks. The significance of the job analysis and the use of information for managing the
analysis of job are included in the essay too (Brewster, 2017). The most successful
human resource management practices will be the maintenance of a flexible
organizational design, preventing inequality, maintaining a structured governance
procedure and ensuring the development of advanced working planning abilities.
Body
Job performed by an employee in exchange for salary, a job subsists of duties,
responsibilities and tasks that can be achieved, quantified, measured, and evaluated.
Job analysis is the process of analyzing information about the content and the human
requirements of jobs in the context of what position performed. Human resource
management uses the data to investigate the candidate and employees who is
interested in improving their opportunities for their career advancement and increased
compensation (Chadwick et al., 2013). Also, interviewing the candidates who have
applied should be done and the applications would be reviewed to evaluate which
contestants were matching with the company specification. The main objective of job
analysis is to develop organization performance and productivity of the business. HR
department is responsible for three areas; individual, organizational and career.

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Individual management helps the employees to identify their strength and
weaknesses, fix their faults and make their best contribution to the business (Marler
and Fisher, 2013). These duties can be done through a variety of activities such as
performance reviews, training and testing. Organizational development focused on
raising a successful team to cooperate with the other team members. Lastly, the
responsibility of managing career development can be accomplished by matching
individuals with the jobs and ensuring that the employees fit in the career paths within
the organization. The process of job analysis can be divided into five categories;
Planning the job analysis, preparing for and introducing job analysis, conducting the
job analysis, developing job and job specifications, maintaining and updating job
description followed by job specification (Bednall, Sanders and Runhaar, 2014).
Human resource planning is the first step to manage a successful human
resource management practice and make sure that the company has a good employer
to achieve the goals and objectives. It should be followed by the strategic goals of the
organization through the implementation of proper HR philosophies. By gathering
information, establishing objective and implementing sound decision, it would be
convenient to ensure achievement of organizational goals and start planning for job
analysis procedure (Baranova, 2013). Through choosing the right numbers and kinds
of people in the right place, it will make the company more efficiently complete those
tasks in order to help the organization achieve the overall strategic objectives. It can
be done with the help of job analysis process. Secondly, preparing for and
introducing job analysis is important for managing the selection of jobs and for
analysis. It could reflect the formulation of a relevant methodology such as the
candidates and the employees had to follow the procedure to meet the standard of the

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business (Tariq, Jan and Ahmad, 2016). In addition, the assessment and reviewing of
existing job documentation, developing implementation action plan and
communicating the process to managers will help the method of job analysis to
maximize the performance of the organization though successful management of
human resources.
Conducting job analysis is usually the primary responsibility of the HR
department. It is an important document that used to identify a job consideration by
job analysis. The important question to answer the description job are what should be
done, why it should be done, where should be done. The information related to the job
description, job title, summary, equipment, environment such as hazard, activities,
interaction with the other employees are interpreted during the job analysis process
(Loshali and Krishnan, 2013). The job analysis is one of the most important concepts
of human resource management activities and is considered as effective for the
management of training, recruitment and selection of employees and developing
performance standards too. It could also assess the employees in terms of their
performances; furthermore manage the employee remuneration and compensation
plan too (Jaksic and Jaksic, 2013).
Based on the human resource management activities, the job analysis covers
the employment aspects such as recruitment and selection of employees, training and
development needs, compensation and benefits provided to them, legal benefits along
with the management of health and safety. Based on Sojka (2015), the job analysis
could result in filling the vacant positions with the candidate who has the most
suitable skills, knowledge and expertise and check whether this competencies and
skills should allow for accomplishing the tasks effectively or not (Sojka, 2015). The

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candidates’ skills, knowledge and expertise are assessed and monitored through job
analysis techniques and the positions of jobs will be filled with much ease. The job
analysis process is managed by following various steps including the planning for job
analysis where the goals and objectives will be identified, the selection of jobs will be
analyzed and the job descriptions and specifications will be developed as well (Lu et
al., 2015). This will help in maintaining the job descriptions and conduct periodic
review for reflecting the internal and external changes that can affect the organization.
The most successful HR practices are structured governance and business case
development, development of an advanced workforce planning capability,
implementation of the most appropriate HR philosophies and finally creating a
flexible organizational design. According to Qayum, Haider and Mehmood (2014),
the structured governance is important for developing goo working relationships and
engage the business leaders in the process of planning for recruitment and selection.
By implementing the right HR philosophies, it would be convenient to involve the
employees altogether and communicate their expectations and foster innovation
(Qayum, Haider and Mehmood, 2014). Other effective HR practices include the
development of HR skills to make them adjust to organizational change and
relationship management.
The HRM practices are strengthened by the job analysis by understanding the
need for individuals fitting the particular job role. It would also align the HR
processes and functions and support the organizational strategy for handling the talent
crisis and market competition. The job related information must be combined
altogether to develop the corporate strategy and allow the HR managers to analyze
whom to target and how could the job vacancy be filled (Mohammed and Anad,

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2014). The job analysis also links the HR practices including recruitment, selection,
analysis of training needs, performance appraisal and manages entry and exit of
talents. The strategic human resource management could connect the HR functions
with the business goals and objectives, quality of work and organizational culture. It
is important for utilizing the resources properly and fulfills the future organizational
needs. The SHRM allows for identifying the strengths in terms of skills and
competencies of the organization and the issues (Brewster, 2017). It can provide the
HR managers with a clear vision to source, recruit, select as well as retain the talents
and address their issues further. This would help in identifying their areas of
weaknesses and necessary training and developmental programs should be provided
to keep them motivated an encouraged, furthermore obtain the desired positive
outcomes and ensure better future planning (Chadwick et al., 2013).
Without the right staffs with proper skills and knowledge, the business may
fail to accomplish the business goals and objectives properly. The job analysis process
plays an integral role in the strategic planning procedure, where a detailed analysis of
the job roles and responsibilities are assessed, functions and duties, risks and hazards
faced during the recruitment and selection procedures. The strategic human resource
management aims to exploit the human capital and it is possible by identifying the
training and developmental needs of the individuals (Marler and Fisher, 2013). This
would also assist in delivering the right training content and increase the business
output in terms of better profit and competitive advantage.
The information obtained during the job analysis process is useful for the
managers of the organization to develop strategies and policies required to deal with
the unforeseen events that might be experienced. Thus, the job analysis could not only

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place the right person at the right place and at the right time, but would also enhance
the potential of the employees to ensure optimal utilization of the human resources
and improve organizational efficiency. This is how the HR practices were
strengthened by the job analysis procedure. Legal procedures were maintained to
ensure that the employment opportunities were provided equally to male and female
workers (Baranova, 2013). According to Health and Safety at work, the health and
safety of workers must be kept in mind for making them deliver their best.
Conclusion
From the essay, it was clearly understood that the statements were proved true
and I believed that human resource management practices were directly related to the
job analysis procedure. A successful human resource management should be possible
by maintaining structured governance, maintaining a flexible organizational design
and developing the HR capabilities within the workplace of the business
organizations.

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References
Baranova, A., 2013. Human resource development in customs based on competency
managment. Customs Scientific Journal CUSTOMS, 3(2), pp.84-92.
Bednall, T.C., Sanders, K. and Runhaar, P., 2014. Stimulating informal learning
activities through perceptions of performance appraisal quality and human resource
management system strength: A two-wave study. Academy of Management Learning
& Education, 13(1), pp.45-61.
Brewster, C., 2017. The integration of human resource management and corporate
strategy. In Policy and practice in European human resource management (pp. 22-
35). Routledge.
Chadwick, C., Way, S.A., Kerr, G. and Thacker, J.W., 2013. Boundary conditions of
the high‐investment human resource systems‐small‐firm labor productivity
relationship. Personnel Psychology, 66(2), pp.311-343.
Jaksic, M. and Jaksic, M., 2013. Performance management and employee
satisfaction. Montenegrin journal of economics, 9(1), p.85.
Loshali, S. and Krishnan, V.R., 2013. Strategic human resource management and firm
performance: Mediating role of transformational leadership. Journal of Strategic
Human Resource Management, 2(1), p.9.
Lu, C.M., Chen, S.J., Huang, P.C. and Chien, J.C., 2015. Effect of diversity on human
resource management and organizational performance. Journal of Business
Research, 68(4), pp.857-861.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and
strategic human resource management. Human Resource Management Review, 23(1),
pp.18-36.

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Mohammed, M.A. and Anad, M.M., 2014, September. Data warehouse for human
resource by Ministry of Higher Education and Scientific Research. In Computer,
Communications, and Control Technology (I4CT), 2014 International Conference
on (pp. 176-181). IEEE.
Qayum, M., Haider, S.H. and Mehmood, H.M., 2014. Motivating employees through
incentives: productive or a counterproductive strategy. J Pak Med Assoc, 64(5),
pp.567-70.
Sojka, L., 2015. Investigation the Relationship Between Human Resource
Management Practices And Firm's Finance Performance. European Scientific
Journal, ESJ, 11(34).
Tariq, S., Jan, F.A. and Ahmad, M.S., 2016. Green employee empowerment: a
systematic literature review on state-of-art in green human resource
management. Quality & Quantity, 50(1), pp.237-269.