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

An assignment on HRM strategies for improving job design, organizational culture, and overall performance.

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    Running Head: Organizational Structure Organizational Structure Title: Course Name: Topic Name Instructor 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 analysis approaches and their advantages and disadvantages. Additionally, describe the strategies for attracting and selecting applicants, as well as how job analysis can be used to measure employee performance. (Word Count: 1500 – 2000 words)

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    Running Head: Organizational Structure Introduction Organizational c ulture is the combination of hypothesis , behaviors, stories, invention s, symbol s, and other ideas that fit together to describe what it means to be a member of a special society. It is the set of good understandings, such as rule s, values, approach , and beliefs, communicate by organizational members. Strong and well organizational culture can take the organization to a new height, but sometimes it can be the main challenge for change management ( Pugh D S , 1973 ) . The task of human resource management (HRM) in managing the organizational culture in the effective way for the highest gain of the organization. H uman R esource M anagement plays a n important role in influencing and developing high functioning organizational culture and in the way helps in achieving organizational goal in an effective and professional manner ( Pugh D S , 1973 ) . Without HRM , there can be no opportunity, vision will be squandered. As a H uman R esource manager, some tasks are given to recruit or engage the right people for the right place and that it greatly involves job analysis, job design, selection and performance review. Job Analysis Approaches In our organization to job analysis t here are several approaches that can be used and it would be very beneficial, but each analysis has some pros and cons. The approach of Position Analysis Questionnaire (PAQ) was mainly developed by McCormick . In 1972 Jeanneret and Mecham consistent the job analysis questionnaire with 194 important questions about job individuality, work condition, and work performance, work behaviors that must be apply to a wide variety of jobs. It mainly analysis job characteristics and share them to human characteristics ( Huang T C , 2000 ) . The particular analysis is divided into six valuable categories i.e job situation , interpersonal activities, work situation, miscellaneous feature , information input, rational

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    Running Head: Organizational Structure processes, and work output ( Huang T C , 2000 ) . Although to this approach in its format the advantages are that it’s tremendously reliable which can be simulated on a second administration; on this way the format includes both computer analysis and data collection c an yield good results much quicker than other such methods. With pros, also there are such cons and with this system the cons are that the language of the results is often challenging to read, and th is useful language is not job specific. Job Analysis Interview is a nother important approach. This type method involve s asking questions to both managers and employees in either a group or individual setting. I n a structured or unstructured settings t his can be done where a well structure format would be where the particular interviewer has ready questions or even a questionnaire to get the information of the actions or activities performed. In a method of unstructured interview, the specific interviewer taking remarks on what the manager or employee is saying with no defined or prepared questions ( Huang T C , 2000 ). To this approach t he pros are that you can find specify answers as to what it takes to do the job in question with the type of person that is must be needed to act these activities. On the other hand t he cons would mainly depend on whom you ask you could find very special answers as to what is required . A manager who doesn't constantly perform the job might not understand the whole job description and such things could be left out so it would be needed to take the time out to ask some people to validate all of the information . In 1970 by Felix Lopez t he model of Threshold Traits Analysis System (TTAS ) was developed to provide a logical, theoretically coherent, flexible , defensible , and trait - oriented method of job analysis. Several outcomes are designed for expressing traits for selection, described for job descriptions , and designed for training. This particular system is divided into 33 principal traits, and then they are divided into 2 classes’ i.e ability and attitude ( Anand N & Daft R L , 2007 ) .

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