refliction 2 can you finisht with 30 minutes ?
Human Resource MANAGEMENT
QUESTIONS 3 to 7 P: 91
Name: Lulu Al. Nassar
ID: 201101480
Sec: 203
3. We discussed several methods for collecting job analysis data—questionnaires, the position analysis questionnaire, and so on. Compare and contrast these methods, explaining what each is useful for and listing the pros and cons of each.
Interviews are likely the most broadly utilized technique for gathering data for occupation investigation. The Interview permits the officeholder to report exercises that may not generally become visible (mental exercises and exercises that happen just infrequently). Perception is valuable for employments that comprise fundamentally of physical action that is plainly recognizable. Questionnaires are a fast and productive method for getting data from an expansive number of representatives; in any case, improvement expenses can be high. Member journal/logs can give a thorough photo of a vocation, particularly when supplemented with interviews; be that as it may, numerous representatives don't react well to the demand to record all their day by day exercises. Quantitative employment examination systems, for example, PAQ, DOL, and Functional Job Analysis, are more suitable when the point is to allot a quantitative incentive to each occupation with the goal that employments can be looked at for pay purposes.
4. Describe the types of information typically found in a job specification.
It ought to incorporate a rundown of the human characteristics and experience expected to play out the occupation. These might incorporate instruction, aptitudes, practices, identity attributes, work involvement, tangible abilities, and so on
5. Explain how you would conduct a job analysis.
There are six noteworthy strides in a very much led job investigation:
Determine how the employment examination data will be utilized and how to gather the essential data;
Collect foundation data, for example, association outlines, handle diagrams, and sets of expectations;
Select delegate positions to be broke down;
Collect occupation examination data;
Review the data with the members;
Develop sets of responsibilities and employment details
6. Do you think companies can really do without detailed job descriptions? Why or why not?
Either side is a satisfactory position to take. The way to evaluating this answer is the nature of the "why or why not" clarifications. Search for understudies to plainly clarify their position as far as the impacts of the absence of sets of expectations on the execution, inspiration, and capacities of the general population doing the employment. In light of the Americans with Disabilities Act, examinations ought to likewise touch upon how an organization can satisfactorily recognize the "fundamental capacities" of employments without sets of expectations.
7. In a company with only 25 employees, is there less need for job descriptions? Why or why not?
It is obviously more hard to compose sets of descriptions for positions that may have expansive obligations as a result of the organization's size. This does not, in any case, imply that it is less essential. Search for sound contentions and thinking. Once more, the ADA applies to organizations with as few as 15 workers. What different ways can a little manager effectively report the "fundamental capacities" of a vocation?
