Question

Human resources and compensation managers consider job descriptions to be valuable tools for performing their functions. However, several problems are associated with job descriptions. First, they are often poorly written, providing little guidance for jobholders. Second, they may not be updated as job duties and specifications change. Third, they can be in violation of the law by containing specifications that are not related to job success. Fourth, they can limit the scope of activities of the jobholders, reducing organizational flexibility.

Answer 1

Job analysis can vary in reliability due to factors like poor job description writing, lack of updates, and subjective biases from current jobholders.

Step-by-step explanation:

Reliability of Job Analysis

Job analysis is a critical tool for human resources and compensation managers, but its accuracy and reliability can vary.

Job descriptions, a core element of job analysis, are sometimes poorly written and not regularly updated, which can lead to a lack of guidance for jobholders. Moreover, Dierdorff & Wilson (2003) discovered that job analyses based on descriptions from current jobholders were found to be less reliable.

This points to a potential subjective bias, as employees may have personal stakes in how the job is portrayed.

Performance Appraisals

Performance appraisals are another area affected by job analysis. They are intended to be beneficial, facilitating an organization's goal attainment and providing feedback to employees.

However, research has shown that many appraisal systems are not liked by employees or organizations and have unproven effectiveness in improving performance (DeNisi & Kluger, 2000; Fletcher, 2001).

The culture of the organization influences how performance appraisals are received and implemented, making it necessary to tailor the appraisal system to fit the specific needs and culture of the organization (Schraeder, Becton, & Portis, 2007).

Bias and Protections in Hiring

To reduce bias in hiring processes, professionalizing human resources functions has been advised. This approach has been associated with lowered discrimination rates, as seen in research showing a disadvantage for Asian-sounding names in the hiring process in Canada. Larger organizations with professional HR processes tend to exhibit reduced bias in recruitment.