Job Analysis in Organizations: Transition From Traditional to Strategic

Abstract

Purpose: The aim of the study is to highlight essential elements of job analysis techniques, discusses innovative approaches, and the strategies adopted by organizations to improvise the Job Analysis procedure. Theoretical framework: Technological advancements and dynamic work environments have changed the means and methods through which job analysis procedure was managed earlier. HR professionals are now exploring innovative approaches and strategies to job analysis which are essentially compatible with the present-day organizational situation. To achieve this objective, human resources operations should be incorporated into the company's strategic management process. Professional experts of human resources should construct a compatible HR management system to support the organization implement its strategic objectives. Design/methodology/approach: The methodology is primarily based upon secondary data. For this, extant literature related to the topic from different databases, websites, and other available sources was gathered. A logical and orderly review of the accumulated literature was completed. Findings: The findings envisage the need for a well-established job analysis framework with all the elements needed to help human resource personnel updated about the changes in the work force concerns around them, make meticulous decisions using job data, and communicate effectively through all the departments in their organization. Practical implications: The study intends to provide managers with a detailed framework of job analysis practices in organization enfolding both the traditional and modern methods and suggesting probable ways to implement them. Originality/value: The paper is basically a descriptive viewpoint that may contribute positively to the extant literature, academicians, professionals and other related streams of the discipline.