Job Analysis: the Cornerstone of Human Resource Management: (A Case Study of Oti-Yeboah Complex Limited, Sunyani)

Job analysis is a process of identifying and determining in detail the particular job duties and requirements and the relative importance of these duties for a given job. It is in fact, a process where judgments are made about data collected on a job. Job analysis is actually conducted of the job, and not persons and job analysis data may be collected from incumbents through questionnaires, interviews and observations. The purpose of job * analysis is in fact to establish and document the job relatedness of employment procedures in particular recruitment and selection. The product of the analysis is a job description or job/person specification, and not a description of the person. Most managers including those of Oti Yeboah Complex Limited allocated jobs on a fairly crude basis. They see a number of tasks that need to be performed and straight away allocated the m to individuals on the strength of their own personal judgment. At the company that was under studied - Oti Yeboah Complex Limited. The researcher had to undertake this research in order to correct the conception by managers and for that matter those of Oti Yeboah Complex Limited that, it was only when planning, coordinating, directing, controlling, motivating, decision making and performance appraisal were carried out that higher productivity can be obtained. Job applicants were placed on jobs without a careful consideration of their ability or inability to perform. They did not also consider the appropriate tools, equipments and machines or the ability of job applicants to work effectively and efficiently with the tools, equipments and machines. Square pegs were thus put into round holes. The researcher sent out 180 self-administered questionnaires and also interviewed the line managers in an attempt to gather information as to whether job analysis was done or not. The data was also meant to identify the recruitment and selection processes of the company. Proper job postings were not carried out; hence, job applicants were selected by the managers through their own discretion. These managers do not take time or pains to collect information concerning duties and tasks; the environment on which the company operates; tools and equipment used in performing specific duties and tasks, relationships in terms of supervision given and received; and requirements (skills, knowledge, and abilities) needed to perform jobs. To conduct a thorough job analysis, there are different methods that could be used, but for this dissertation the researcher chose interviews and questionnaire as the main tools or techniques for data collection. Job incumbents had to respond to questionnaires designed by the researcher. Supervisors and line managers also responded to similar questionnaires and the line manager were again interviewed. The questions were structured in different forms which enabled respondents to self-administer them. The results gathered from the data analysis clearly showed that the company depended so much on its. A well defined human resource department should be established to carry out a through job analysis. The human resource department could as well employ job analyst to come out with proper staffing procedures, especially recruitment and selection of job applicants. Job applicants should be selected on the basis of the skills, knowledge, and abilities in the performance of specific jobs and tasks. Proper attention would thus be given to the requisite tools, the company operations in. The company could therefore stand out as giant plywood and sawmill company with unique and distinguished comparative cost advantage if a proper job analysis was carried out

Source: KNUST