JOB SEARCH AND ANALYSIS

Job Search and Analysis

Job Search and Analysis

Q1: Job Analysis Methods

The selected profession for this particular paper is Registered Nurse. The goal of a job analysis is to describe the tasks associated with the job and then articulate the human attributes necessary for successfully performing those tasks. Job analysis is an important part of what an industrial/organizational (I/O) psychologist does. Information from a job analysis is used for many purposes, and there are many methods for conducting a job analysis. This entry briefly describes these purposes and methods (Dressler, 1999). For a nursing profession, the Position Analysis Questionnaire (PAQ) is a worker-oriented method that focuses on the worker behaviors that are involved in work activities. The PAQ can be used across any type of job (in contrast to task surveys). One advantage of the PAQ is that it can be used to examine the similarities and differences among multiple jobs.

The PAQ is best used by trained analysts because of the relatively high reading level and complexity of some aspects of the questionnaire. Typically, use of the PAQ begins with an analyst observing several workers as they perform the tasks of the job. Then the job analyst interviews workers and completes the PAQ. The analyst uses the information gathered in the interview and observed on the job to decide how to rate the job on the PAQ items. The complete forms are then scored by computer, and summary results are provided.

Q2: Hiring Part-time Employees

The way that an organization portrays itself and the jobs for which it is hiring part time employees are critical aspects of the recruitment process. Providing “realistic job previews” that give recruits an accurate and balanced perspective (including negative information) regarding the job and the company is widely recognized as an effective practice in retaining employees once hired. Whether or not a recruit is eventually offered employment, the quality of the experience is an important determinant of the feelings and perceptions that recruits have of the process and attributions (positive or negative) they make about the organization (Brannick, 2002).

Managing this process so that the majority of individuals have a positive experience is essential, since they will convey such opinions to others and possibly be a consumer of the company's goods and services. Organizations should strive to convey a positive image of the recruitment process.

Q3: Compensation and Benefits

Benefits are important to pay satisfaction overall, but the overall value of benefits tends to vary as a function of the degree to which workers need benefits. For example, younger workers tend to be more aware of their maternity benefits, whereas older workers tend to be more aware of their retirement benefits (Dressler, 1999). Thus, the value of benefits is likely to shift as a function of both the culture of the worker's generation and the point in his or her career path.

Total compensation includes not only pay and benefits but also nonmonetary rewards, such as the value of positive job characteristics ...