In the recent study conducted at the VA, it was found that work is usually assigned to whoever is available rather than whoever is qualified to do the task (Pugh, JA. 2001). Such judgment can be counterproductive in two ways. First, they may be utilizing a highly trained and more expensive staff to perform simple administrative tasks and underutilizing the less expensive employee. Second, task may take more time if an employee doesn’t use their skill to full potential.
Recent work has noted that the rate of young physicians leaving internal medicine is significantly higher in primary care than in other subspecialties of internal medicine, with dissatisfaction with working conditions as one of several important reasons for leaving, according to Sox HC. Author of Leaving (internal) medicine. Ann Intern Med. 2006. Increase in turnover due to staff dissatisfaction was also present within clinical and administrative staff (Ruhe M, Gotler RS, Goodwin MA, Stange KC 2004).
Job analysis and its role in HRM:
Job Analysis is a systematic method for gathering information and focuses on work behaviors, tasks, and outcomes. It identifies the personal qualifications necessary to perform the job and the conditions under which work is performed and it reports the job as it exists at the time of analysis; not as it was in the past or as it exists in another organization. It is important to remember that job analysis is a description or specification of the job and not the person. (http://www1.umn.edu/ohr/compensation/classification/jobanalysis/index.html, select words: job analysis + description.). As it provides basis for decision making, there are common application of job analysis. Below are a few list of application:
• Performance management
• Job design
• Job evaluation
• Job classification
• Compensation (e.g., market-based pay)
• Manpower (staffing) planning
• Utilization of staff
• Organizational design
• Establishment of lines of responsibility