Human Resource Management: Enhancing Organizational Culture, Job Design, and Performance through Effective Practices

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Running Head: Organizational StructureOrganizational StructureTitle:Course Name:Topic NameInstructor Name:Student Name:Date:Explain the role of Human Resource Management (HRM) in managing organizational culture,job analysis, and job design to achieve organizational goals.Discuss the various job analysisapproaches and their advantages and disadvantages. Additionally, describe the strategies forattracting and selecting applicants, as well as how job analysis can be used to measure employeeperformance. (Word Count: 1500–2000 words)

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Running Head: Organizational StructureIntroductionOrganizational culture is thecombinationofhypothesis, behaviors, stories,inventions,symbols,and other ideas that fit together todescribewhat it means to be a member of aspecialsociety.Itisthe set ofgoodunderstandings, such asrules, values,approach, and beliefs,communicatebyorganizational members.Strongand wellorganizational culture can take the organization to anew height,butsometimes it can be themain challengefor change management(Pugh D S,1973). Thetaskof human resource management(HRM)in managing the organizational culturein theeffectiveway for the highestgainof the organization.HumanResourceManagementplaysan importantrole ininfluencing anddeveloping highfunctioningorganizational culture andinthe wayhelps in achieving organizationalgoalin an effective andprofessionalmanner(Pugh DS,1973).WithoutHRM, there can be noopportunity,vision will be squandered.AsaHumanResourcemanager,sometasks are given torecruit or engagethe right people for the rightplaceand thatit greatly involvesjob analysis, job design, selection and performance review.Job Analysis ApproachesInour organizationto job analysis there are several approaches that can be usedand itwould beverybeneficial, but each analysis hassomepros and cons.The approach ofPosition AnalysisQuestionnaire (PAQ) wasmainlydeveloped by McCormick. In 1972Jeanneret and Mechamconsistent thejob analysis questionnairewith194importantquestions aboutjobindividuality,work condition, andworkperformance, work behaviorsthatmust beapply to a wide variety ofjobs.Itmainly analysisjob characteristics andsharethem to human characteristics(Huang TC,2000).Theparticularanalysisisdividedintosixvaluablecategoriesi.ejobsituation,interpersonalactivities,worksituation,miscellaneousfeature,informationinput,rational

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Running Head: Organizational Structureprocesses, and work output (Huang TC,2000).Althoughto this approachin its format theadvantagesarethatit’stremendouslyreliablewhichcanbesimulatedonasecondadministration;on this waythe format includes bothcomputer analysisanddata collectioncanyieldgoodresults muchquickerthan othersuchmethods. With pros,alsothere aresuchcons andwith thissystemthe cons are that thelanguageof the results is oftenchallengingto read, and thisusefullanguage is not job specific.Job Analysis Interviewis anotherimportantapproach. Thistypemethodinvolves askingquestions to bothmanagersandemployees in either agroup orindividual setting.In a structuredor unstructuredsettings this can be done where awellstructureformat would be where theparticularinterviewer hasreadyquestions or even a questionnaire to get theinformationof theactions or activitiesperformed. In amethod ofunstructured interview, thespecificinterviewertakingremarkson what themanager oremployee is saying with nodefined orprepared questions(Huang TC,2000).To this approach the pros are that you canfind specifyanswers as to what ittakes todothe job in questionwiththe type of person that ismust beneeded toacttheseactivities.On the other hand the cons wouldmainlydepend on whom you ask you couldfindveryspecialanswers as to what isrequired. Amanagerwho doesn'tconstantlyperform the jobmight notunderstandthewholejob description andsuchthings could be left out so it would beneededto take the time out to asksomepeople tovalidateall of theinformation.In 1970by Felix Lopezthemodel ofThreshold Traits Analysis System (TTAS)was developedto provide alogical,theoretically coherent,flexible,defensible, andtrait-oriented method of jobanalysis.Severaloutcomes are designed forexpressingtraits for selection,described for jobdescriptions, anddesigned for training. Thisparticularsystem is divided into 33principaltraits,and thenthey aredivided into2classes’i.eability and attitude(Anand N & Daft R L,2007).

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