an investigative analysis of the psychological characteristics and job ...
an investigative analysis of the psychological characteristics and job ... an investigative analysis of the psychological characteristics and job ...
Gerber, et aJ. (1998: 90) say that recruitment aims at encouraging applicants, with the necessary skills and qualifications that meet the organisation's needs, to apply for employment The job description can be used as a guideline for the writing of job advertisements and vacancy descriptions when a new GEL has to be recruited. The job description can be used as a matrix for the evaluation of candidates during the interviewing and selection process. A candidate's qualifications, experience, skills and competencies can be compared to those set out in the job description to determine if he will be competent enough to perform the duties of a GEL. The interviewer can also prepare questions according to the job description. 4.8.2 Remuneration According to Mathis and Jackson (1999: 61) job analysis information is very useful in determining compensation. Information garnered from the job analysis can give more weight and therefore more pay, to jobs involving more difficult tasks, duties and responsibilities. Gerber, et aJ. (1998: 69) are of the opinion that remuneration is determined by the contribution a particular job makes to the attainment of organisational objectives. They say that the importance of jobs within an organisation differs and that these differences require differences in remuneration. They add that a thorough job analysis identifies these differences and ensures that the remuneration for a particular job is equal to that in similar organisations. Remuneration is defined by Garuth and Handlogten (2001:123) as the process by which monetary rates are attached to certain jobs. They add that it is through job pricing that the internal values of jobs are aligned with the extemal rates of pay suggested by the labour market The job description can provide guidelines for remuneration scales for the position of GEL in an institution. It gives an indication of the level that a GEL has to perform on and therefore makes it possible to determine the remuneration of a GEL according to the level of difficulty and importance of his job. It can also make it possible to compare the GEL's remuneration with other similar positions' remuneration to see ifit is competitive. 105
4.8.3 Training Comprehensive job information is, according to Gerber, et al. (1998: 69) very valuable for those who have to administer training and development programmes within the or9anisation. Training involves some kind of change for employees. Changes in how they do their job, how they relate to others, the conditions under which they perform and changes in their job responsibilities (Mello, 2002: 273). Gibson, et al. (1994:653) explain that training programmes are essential to instruct employees in proper techniques and to develop the needed skills. Brewster, et al. (2003:175) are of the opinion that training ensures that employees have the skills and knowledge to complete their job tasks successfully. The job description can be used as atemplate for the training needs of a CEL. The job description indicates what kind of skills, competencies and experience aCEl should have to complete his job successfully. If the CEl is lacking in experience or competencies, as set out in the job description, atraining programme can be developed to suit the CEl's needs. 4.8.4 Assessment Gerber, et al. (1998: 69) are of the opinion that the requirements as set outin ajob description can be used to develop accurate standards for employee performance. Assessment of employees is very important in the modem working r;nvironment The outcomes of assessment often have an influence on the employee's remuneration and training. Performance management contracts, according to which the CEl can be assessed, can be set up with the help of the job description. The job description indicates the different key performance areas of a CEL. These key performance areas can be incorporated in the performance management contract as critical outputs that must be evaluated and assessed by the CEl's superior. Continuous 106
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Gerber, et aJ. (1998: 90) say that recruitment aims at encouraging applic<strong>an</strong>ts, with <strong>the</strong> necessary<br />
skills <strong>an</strong>d qualifications that meet <strong>the</strong> org<strong>an</strong>isation's needs, to apply for employment<br />
The <strong>job</strong> description c<strong>an</strong> be used as a guideline for <strong>the</strong> writing <strong>of</strong> <strong>job</strong> advertisements <strong>an</strong>d vac<strong>an</strong>cy<br />
descriptions when a new GEL has to be recruited. The <strong>job</strong> description c<strong>an</strong> be used as a matrix for<br />
<strong>the</strong> evaluation <strong>of</strong> c<strong>an</strong>didates during <strong>the</strong> interviewing <strong>an</strong>d selection process. A c<strong>an</strong>didate's<br />
qualifications, experience, skills <strong>an</strong>d competencies c<strong>an</strong> be compared to those set out in <strong>the</strong> <strong>job</strong><br />
description to determine if he will be competent enough to perform <strong>the</strong> duties <strong>of</strong> a GEL. The<br />
interviewer c<strong>an</strong> also prepare questions according to <strong>the</strong> <strong>job</strong> description.<br />
4.8.2 Remuneration<br />
According to Mathis <strong>an</strong>d Jackson (1999: 61) <strong>job</strong> <strong>an</strong>alysis information is very useful in determining<br />
compensation. Information garnered from <strong>the</strong> <strong>job</strong> <strong>an</strong>alysis c<strong>an</strong> give more weight <strong>an</strong>d <strong>the</strong>refore<br />
more pay, to <strong>job</strong>s involving more difficult tasks, duties <strong>an</strong>d responsibilities.<br />
Gerber, et aJ. (1998: 69) are <strong>of</strong> <strong>the</strong> opinion that remuneration is determined by <strong>the</strong> contribution a<br />
particular <strong>job</strong> makes to <strong>the</strong> attainment <strong>of</strong> org<strong>an</strong>isational objectives. They say that <strong>the</strong> import<strong>an</strong>ce <strong>of</strong><br />
<strong>job</strong>s within <strong>an</strong> org<strong>an</strong>isation differs <strong>an</strong>d that <strong>the</strong>se differences require differences in remuneration.<br />
They add that a thorough <strong>job</strong> <strong>an</strong>alysis identifies <strong>the</strong>se differences <strong>an</strong>d ensures that <strong>the</strong><br />
remuneration for a particular <strong>job</strong> is equal to that in similar org<strong>an</strong>isations.<br />
Remuneration is defined by Garuth <strong>an</strong>d H<strong>an</strong>dlogten (2001:123) as <strong>the</strong> process by which monetary<br />
rates are attached to certain <strong>job</strong>s. They add that it is through <strong>job</strong> pricing that <strong>the</strong> internal values <strong>of</strong><br />
<strong>job</strong>s are aligned with <strong>the</strong> extemal rates <strong>of</strong> pay suggested by <strong>the</strong> labour market<br />
The <strong>job</strong> description c<strong>an</strong> provide guidelines for remuneration scales for <strong>the</strong> position <strong>of</strong> GEL in <strong>an</strong><br />
institution. It gives <strong>an</strong> indication <strong>of</strong> <strong>the</strong> level that a GEL has to perform on <strong>an</strong>d <strong>the</strong>refore makes it<br />
possible to determine <strong>the</strong> remuneration <strong>of</strong> a GEL according to <strong>the</strong> level <strong>of</strong> difficulty <strong>an</strong>d import<strong>an</strong>ce<br />
<strong>of</strong> his <strong>job</strong>. It c<strong>an</strong> also make it possible to compare <strong>the</strong> GEL's remuneration with o<strong>the</strong>r similar<br />
positions' remuneration to see ifit is competitive.<br />
105
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