Job-Analysis-and-Hiring-Decision

1JobAnalysisandHiringDecsionIntroduction.............................................................................21.Jobanalysis.........................................................................21.1PreparationStage........................................................21.2DecisionProgram........................................................31.3DataCollection............................................................31.4WriteJobAnalysisReport............................................42.SelectionPredictors.............................................................42.1ContentValidityoftheChosenAbility..........................42.2GenerallyUsefulPredictors.........................................63.Hiringstrategy.....................................................................63.1CutoffScore................................................................73.2CombineTestScore....................................................74.FinalDecision.....................................................................8Conclusion..............................................................................8References.............................................................................92IntroductionOvaniaChemicalCorporation,locatedinStebenville,Ohio,isachemicalsproducerofPET.Whilethefacilitiesandthetechnologicalchangesaremodernizing,itssystemanalyzershavetakenplacesrapidly.Sothesystemanalyzersmustchangetheirjobs.Inthispaper,first,givesomeprocedurestosolvehowtodojobanalysiswell;then,accordingtotheselectionpredictorstoanalyzethevalidityofthechosenability,andgivesomegenerallyusefulpredictors;third,tosetmodelstocutoffscore,andchoosetheapplicantswhoareabovethecuttingscore;finally,makefinaldecisionselectthreeapplicants.1.JobanalysisThesystemanalyzerisanewjobposition,anditisaskingthepeopletohavemoreabilitieswiththedevelopmentofthetechnology.Itisnecessarytomakethejobanalysis.1.1PreparationstageJobanalysisistheprocessofobtaininginformationaboutjobsbydeterminingwhattheduties,tasks,oractivitiesofthosejobsare(Bohlander&Snell,2003,p.94).BecausethejobanalysisisthebaseofHumanresourcemanagement,itissoimportantthatthecompanycanselectsomesuitablepeopletodothesystemanalyzerwell.Sowedecidetoestablishajobanalysisgroup,whoiscomposedbyaseniormanager,andthehumanresourcedepartmentmanagerfromtheorganization,twoexteriorseniorengineersaswell.Wesetupthisteambasedonworkanalysisisaverystrongtechniquework,generallyspeaking,itshouldbeoperatedbyprofessionalpersonnel,personnelofthispositionandsupervisor(Wanghao,2003,p.38).Thepersonnelwhotakespartinworkanalysisshouldeitherhavetheoriesknowledgeorneedtohavealreadypracticedknowledge,forthepurposeofsurveyanalyzeobjecttocarryonagoodcommunication.Next,makesurewhatjobsofworkanalysisgroupis.Humanresourcedepartment,themainjobmoderatesworkanalysisprocessandcomposesworkdescriptionandmanualtoprovidefactsforthemanagerandpersonnel,andatthesametimeturntoexternalexpertstoaskforsolutiontothenewposition;Manager'sjobsaremainlyfinishingorprovidingtheinformationthatworkanalysisneeds,thencheckandensuretheaccuratedegreeofjobdescriptionandwork3description,andsetthestandardbasedonworkanalysisinformation;seniorengineersandtheemployeesofthecompanyaremainlythejobsthatsetaworkresponsibilityandthisworkpeopleinworkingshouldhaveabilities,lastlydrawuptoselectstandard.Whenworkcontentsandotherfactorsstarttochange,immediatelycarryonworkanalysistothatposition.Thegeneralpositionfluctuationincludesajob,jobandincumbencythequalificationsrequestandsoon(Chengang&Wuhuanming,2003,p.105).Thesystemanalyzerisprimarilyresponsibleforthemonitoringfunctionandoneofthemostprestigiousnonmanagerialjobsintheentireplant.Formerlythepositionwasclassifiedassemiskilledmaintenancetechnician,butinthepresentthecompanyhasfoundthatitrequiresmuchmoretechnologyandknowledgesuchaspneumatics,hydraulics,informationtechnology,programming,andelectricalwiring,andtherewillbemoreandmoreextensiveinthefuture.Workanalysisisoneofbusinessenterprisemanagementveryformalandimportantwork,havetogettheapprovalofbusinessenterprisefromsupervisors,andobtainthebusinessenterprise'scooperationinsideeachsection.Workwelltwoworksbeforethis:firststep,reporttheProjectofconceivingtothesupervisortogetexaminationandapproval,thencarryontheworkanalysis.Conceivethattheprojectdevelopsaworkaftergettingtheexamination;secondstep,givepublicitytosomedepartmentsandstuffsforobtainingsupport,whichisconvenientforcarryingonthejob.1.2DecisionprogramThesourceofinformationisvaried,butthepurposeofchoicelooksforthebestsourceincredibilityandavoidslosingfact.Theprincipleofchoiceisthatyoudon'twithdrawanyinformationfromtheplacemayhaverelationwithbenefit(Chengang&Wuhuan,2003,p.119).Itisagoodsurveyobjectthatthestuffsaredoingthesametypeofjob.Theirworkanalysisreportcanbemadeasreferringtoobject.Otherwise,toasksometechniqueexpertsmoreover,likesometechniquesexpertswhoareengagedinthatprofession.1.3DatacollectionWhendevelopingtodoaworkanalysis,themethodofcollectingworkanalysiscontainsalotofkinds,butthepersonnel