Ithmaar Bank: HR Philosophy At The Bank

Organizations are growing in size each and every day, which in turn creates a high demand for employees. This outcome, however, needs a systematic approach to determine the right employee for the right position. The process has become so large that organizations need specialized help from Human Resource Management (HRM) departments to ensure that the requirements of the position are met. Therefore, the HRM department provides the function of job analysis in order to select the right individual for the position. "Job analysis is a complex and vital part of every HRM program, as well as an important systematic process used within an organization to determine future members of the workforce." Job analysis

The first three days a company begins their operation the bank will be contacting then so they can open an account. The bank also uses this policy and practice when it comes to managing and developing their employees. The Bank feels that training is extremely important. The bank feels that the training and developing will build up their employees so they are able to perform to their best ability. The bank feels that learning is a win-win situation. The employees succeed in life and also on the job (Shukla-Pandey, 2012).

The next step in the recruitment process would be to derive a job description. An initial step to this is to conduct a job analysis. A job analysis is used for collecting and summarizing information according to established guidelines. The information obtained also sets standards and performance expectations for employees assigned to these positions. Several different procedures or sources can be used in this process. Included in these are interviews, observations of the actual job, questionnaires, supervisory input, published literature, and the use of experts.

3. Job analysis is the next step to consider the skills necessary for employees by job functions. To achieve the job analysis process one must consider the skills necessary for employees’ separated by job title or function. Employees can understand what the vital aspects of their jobs are by analyzing the entire job function and process. This process should include an explanation of primary job functions, how to produce them, and who is responsible for all parts, and the qualifications needed for all steps. Defining the key duties of each job function will benchmark all key elements to determine a systematic process. By identifying each job title or job function will allow management and staff to outline performance standards more

The job analysis is only here to inform the each of the employees of the responsibilities that should have been met within the standard of the company and these standards should have been explained to all employees upon accepting their current job placement, thus stated will be a list of all the requirements in terms of aptitudes, attitudes, knowledge, skills, and physical expectations. The objectives of this job analysis will have to include the recommended and more importantly well-organized approaches for each of

Job analyses are important because they describe the differences and similarities of a job position. They help to create the job description of a position so that a person who wants to apply for that position will know what the “job duties, tasks and responsibilities” (Milkovich, Newman, & Gerhart, 2014) of the job will be and what they will be doing if hired in to that position. Job analysis also give job specifications of the “knowledge, skills and abilities” (Milkovich,

The key tasks of Job design, through analysis, description and specification, and organization design are instrumental in determining what tasks are to be performed and how they will be managed. Once the “what” is determined, it is time to determine the “who” through human resource management. One of the important functions of Human Resource Management is Recruitment and Selection of the

Job design and analysis is the cornerstone of the Qantas HRM. Job analysis can be viewed as the hub of all human resource management activities that are needed for effective organizational functioning (Berman et al, 2009). Under job analysis, the HRM is responsible for planning, recruitment, selection, placement, and induction of workers (Berman et al, 2009). The procedures that are often supported by job analysis process include personnel selection, training, job evaluation as well as performance appraisal (Berman et al, 2009). In addition, the process of job analysis supports the Qantas organizational strategy in dealing with market competition and talent crisis. According to human resource theory, strategic HRM focuses on connecting all HR functions with organizational goals (Rothwell and Benscoter, 2012).

For a performance management system to be effective the organization must establish clear job descriptions for each of the positions that are required to be performed by the employees. This can be a daunting task for the management team however, this is an integral piece of the performance management system. The proper procedure for developing the job description is by using the job analysis method (Aguinis, 2013). The job analysis allows for the management team to determine the specific tasks that are required to perform the job. Additionally, the management team can discover the knowledge, skills, and abilities required to perform the tasks successfully (Aguinis, 2013).

Human Resource (HR) managers work with top managers in order to create jobs and develop high-performing workforces. HR managers design jobs that fulfill the needs of the business and align with organizational goals. However, before jobs are created, HR managers need to understand what tasks and duties are required. The process of identifying the tasks and duties needed for a job is referred to as Job Analysis (Noe, Hollenbeck, Gerhart, & Wright, 2014). A job analysis is important because it assists managers with recruiting, performance management, compensation, and ensuring equal treatment (Stewart & Brown, 2012). Ultimately, the information gathered from job analyses are used to develop job descriptions. This paper will demonstrate

Job analysis provides a foundation for many human resource functions such as Training and Development, Recruitment and Selection, Performance Appraisals, Health and Safety,

While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the

Job analysis plays a critical role because it defines how human resources will be utilised in the organisation in getting the right candidates for the job. The job analysis breaks down the job according to tasks to be performed by the incumbent and the requirements needed from the incumbent to fill the position.

Brencic & Norris (2012) believe that there are various areas concerned whilst identifying job requirements. However, the key main areas consist of the analysis, evaluation and description of the job role. Uggerslev et al (2012) describes one of the main linked key areas; it is highlighted that the job analysis involves important information. It is further explained that the information gathered during this process is needed to create a job description and to develop vital information such as pay structure for the position. Therefore, this particular area is of fundamental importance as it not only helps the organisation but it also helps employees understand what is expected of them (Brencic & Norris, 2012).

The world of business has encountered a myriad of misfortunes in the past two decades, where the best-intentioned human resource processes attempting to align human resource practices with organisational goals have become mismatched. Due to external factors such as globalization, advances in technology and changing views regarding the importance of human resources as a competitive advantage for organisations, the nature of work has been redefined (Horwitz, Heng, & Quazi, 2003). This has caused human resource management to become more than just a function, but a strategic partner within corporations that contributes to organisational success (Todericiu & Serban, 2013).