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Abstract
The study was determined to examine the relationship between Job Analysis and Organizational performance. The case study approach was employed since the study was to ascertain the relationship between job analysis and organizational performance. The study was designed to focus on Hospitality firms. The population of the study was made to be one hundred (100) Human Resources = 30, Accounting = 30 and Marketing Department = 20. The Taro Yemens formula was used to determine the sample size of 80. A self-designed questionnaire on job analysis and organizational performance was used and administered for the collection of data. The Chi-Square statistical tool was used to test the hypothesis. Findings reveals that there is a significance relationship between job analysis and organizational performance in Hospitality firms. Based on the findings of the study recommendations were made that Hospitality firms management can conduct job analysis activities in a more scientific way which can provide specific direction to use available human power at appropriate time and place, Hospitality firms management should focus on modern job design activities by considering the factors like; job related skills, employee motivation and well-being and Hospitality firms management should focus on modern job description activities by considering the factors like; organizational goal- oriented functions and responsibilities, transparent job performance standards as well as free from undue influence amongst others.
Table of Contents
Title Page i
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Abstract vii
Table of Contents viii
List of Tables x
List of Figures xi
CHAPTER1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of Problems 4
1.3 Objectives of the Study 5
1.4 Research Questions 5
1.5 Research Hypothesis 6
1.6 Significance of the Study 6
1.7Scope/Limitation of the Study 7
1.8 Definition of Terms 8
CHAPTER 2 9
LITERATURE REVIEW 9
2.1 Conceptual Framework 9
2.1.1 Concept of Job Analysis 9
2.1.2 Dimensions of Job Analysis 13
2.1.3Organizational Performance 15
2.1.4 Measures of Organizational Performance 16
2.1.5 Uses of Job Analysis Information 17
2.1.6 Method of Collecting Job Analysis Information 18
2.1.7 Job Analysis Process 21
2.1.8 Basic Documents of Job Analysis Information 22
2.2 Theoretical Framework 23
2.3 Empirical Framework 25
CHAPTER 3 27
RESEARCH METHODOLOGY 27
3.1 Research Design 27
3.2 Population 28
3.3 Sample and Sampling Techniques 29
3.4 Data Collection 30
3.5 Data Analysis 30
3.6 Reliability and Validity 31
CHAPTER 4 33
DATA PRESENTATION AND ANALYSIS 33
4.1 Questionnaire Administration and Retrieval 33
4.2 Data Analysis 34
4.3 Hypothesis Testing 39
4.4 Discussion of Findings 42
CHAPTER 5 46
SUMMARYS, CONCLUSIONS AND RECOMMENDATIONS 46
5.1 Summary 46
5.2 Conclusions 46
5.3 Recommendations 47
References 49
Appendix I 53
Appendix II 54
CHAPTER1
INTRODUCTION
1.1 Background of the Study
Performance is a comparison between the work of the real compared to the standard set by the company (Dessler, 2000). Performance is the quantity and quality of produced or services rendered by a person in doing the job (Luthan, 2005). Performance is the work of behavior (Armstrong, 1999). Performance is the relationship between work and behavior.
Organizational performance is derived from the word job performance that means real work produced an employee within a specific time period.
Organizational performance is the working result of the employee within a certain time. Performance is the degree to which the employee reaches the job requirements (Simamora, 1995). Performance is the achievement record resulting from the acquisition of a particular job function or activity during a specific time period (Luthan, 2005).
Organizational performance measurement include: quality (fineness, cleanliness, accuracy), the speed of time, the number and kinds of jobs, skills in using tools, and knowledge of the work. Luthan, (2005).
One of the ways an organization can experience organizational performance is through job analysis.
Job analysis is one of the most important activities of human resource management and can perform multi-functions. A regular or proactive job analysis practices help to identify factors that shape the employees` motivation and job satisfaction.
Managing the human capital in any organization is considered of utmost importance since it is the mainengine of an economic success and ignition of prosperity. Nonetheless, human resource departments were not fully recognized as an inseparable unit in corporations in Nigeria until recently, which indicates that – in most cases – it is not yet fully developed; contain well-trained personnel or even using complex techniques for maximum use of available potentials. In another words, most of the corporations haven’t been aware of the impact of HR practices of human capital management, organization development, resourcing, performance management, and job evaluation and others on the organization’s success and hence profits. Thus, a considerable gap is found that yet needed to be covered.
Strategic human resource management practices enhance employee productivity and the ability of agencies to achieve their mission. Integrating the use of personnel into the strategic human process enables an organization to better achieve its goals and objectives.
Job analysis is one of the most important aspects of human resource management, as it’s the hub of all human resource management activities necessary for the successful functioning of organizations (Geal, 1988) (Dessler, 2003).Linking HRM practices to organizational is unexplored and required a great attention particularly in the context of Nigerian organizations.
Job analysis is focused on the collection of work related information for the job as it’s currently exists and/or existed in the past (Dessler, 2003). Yet, as competition and technological innovation increase, jobs are becoming less individually based. Consequently, the tasks to (perform, knowledge, skills, and abilities) required for organizational performance and becoming more volatile, and more team-based. Organizations may perceive the creation of jobs that do not currently exist, the analysis of which is beyond the scope of traditional job analysis. This has led to calls for a more practice and strategic approach to job analysis, so that the procedures will continue to be relevant in today’s workplace. From the foregoing therefore, the study seeks to examine the relationship between job analysis and organizational performance in Hospitality firms.
1.2 Statement of Problems
The researchers have established co-relationship between organizational performance and job analysis in context to human resource management but the relationship between HRM practices like job analysis stability, the intervening process recruitment, connecting job analysis is yet to be explored in a full flow.
As earlier research on job analysis focused on its importance as a strategic human resource management practice with contribution to personnel utilization (Bowin and Harvey, 2001; Casico,1998).Anthony et al. (2002) and Dessler (2003) suggested that organizations that actively peruse job analysis as a human resource planning strategy are likely to gain competitive advantage.
1.3 Objectives of the Study
The main objective of the study is to examine the relationship between job analysis and organizational performance. The following objectives are to be achieved:
- To examine the relationship between job design and organizational performance.
- To examine the relationship between job evaluation and organizational performance.
- To examine the relationship between job specification and organizational performance.
1.4 Research Questions
The following research questions are posed to guide the study:
- To what extent does job design associate with organizational performance?
- To what extent does job evaluation associate with organizational performance?
- To what extent does job specification associate with organizational performance?
1.5 Research Hypothesis
The following research questions are postulated to guide the study:
H0: There is no significance relationship between job analysis and organizational performance.
HA: There is a significance relationship between job analysis and organizational performance.
1.6 Significance of the Study
This information of job analysis will contribute to the knowledge of the researchers as well as provide much needed information to the human resource managers. The outcomes of the present study would be useful to the Hospitality firms management as they search for ways to increase organizational stability and maximizing job satisfaction Observing and documenting the factors which influence job performance of an employee will form a data bank of information that will be useful to the organization. Knowledge of such information will facilitate a better method of manpower planning by the management. Indeed, this study defines how job analysis flows in the organization like Hospitality firms.
1.7Scope/Limitation of the Study
The study is delimited under the following heading: content scope, geographical scope and unit of analysis.
Content Scope: The content scope of this study involves an investigation to ascertain the relationship between job analysis and organizational performance. The independent variable is job analysis measured by job design, job evaluation and job specification. While dependent variable is organizational performance, measures by efficiency effectiveness and productivity.
Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to Hospitality firms , Rivers State.
Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.
This study involves an investigation of job analysis in relation to organizational performance. Hence it is a micro level study.
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.
Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and compilation of data for the project.
1.8 Definition of Terms
The following terms are operationally defined as follows:
Job Analysis: Strategic human resource management practices enhance employee productivity and the ability of agencies to achieve their mission.
Job Design: Job design has developed a great deal of interest in the area of HRM during the recent decades.
Job Evaluation: Job evaluation is a systematic process used to determine the worth of jobs and creating a link between job worth and salary”.
Job Specification: Job specification is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively.