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A Study on Impact of Job Analysis on Job Performance with Special Reference to KARVY Science, Technology and Development ISSN : 0950-0707 A Study on impact of job analysis on job performance with special reference to KARVY Gandra Madhava Rao1, N. Lakshmi Deepthi2 1. Master of Business Administration student in Malla Reddy Engineering College and Management Sciences, Kistapur (V) Medchal (M) Ranga Reddy (Dist) Telangana. 2. Assistant Professor in Malla Reddy Engineering College and Management Sciences, Kistapur (V) Medchal (M) Ranga Reddy (Dist) Telangana. 1Email: [email protected], 2Email: [email protected] Abstract: The requirement for the examination on job analysis is to know the total data about the job in the association, thorough job analysis program is a fundamental element of sound staff the board. it is the significant contribution to anticipating future human asset prerequisites, job alterations, job assessment, assurance of appropriate pay, and the composition of the job portrayals it is of key significance to labor the board programs due to the more extensive materialness of its outcomes. the data given by job analysis is valuable, if not fundamental, in pretty much every period of worker relation. Therefore, a job description is a result of a job analysis. Where the job analysis describes the general requirements of a certain job, the job description will explain in detail the different tasks to accomplish during the day. “The process to make a job description is to have a strong reflection on the available sources of expertise.” (Richard A. Swanson, 2007, 104) The principle of a job description is to identify the essential function of a work. One of the main objectives of a job description is to be used as a tool during the recruiting process. The job description should be enough descriptive but also very clear to understand. Job description will give the opportunity for the team to work together and faster. It will increase also the good feeling of the employees. Keywords: Job analysis, Job Description, Job Design Introduction: Bratton & Gold define job analysis as the process of collecting information about the content of a specific task. The purpose of a job analysis is to identify the differences and similarities between different jobs and achieve knowledge and requirements on jobs in the organization. Job analysis is needed in order to prepare a job description and job evaluation. It should include information such as the nature of the job, the purpose of the job, the tasks included, the expectations and the position in the hierarchy of the company. The characteristics of the employee should also be analyzed in the job analysis. The job analysis consists of collecting data and applying it by preparing descriptions, specification and standards for the job. Interviewing current employees and a job analysis questionnaire will be used as tools to gather information on the duties, responsibilities, abilities and performance standards on a specific job. (Bratton & Gold 2007, 381-382 ) According to Edwin Flippo, job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. (Flippo, 1983, 110) Therefore, the job analysis can be described as the process to determine and describe the content of jobs. The description needs to be clear and understandable so that any jobs can be communicated to anyone who might require Volume VIII Issue IX SEPTEMBER 2019 Page No : 125 Science, Technology and Development ISSN : 0950-0707 the information for management purposes. Job analysis consists of collecting data and applying it by preparing job descriptions, job specification and job standards. (Bratton and Gold, 2007, 382) The job descriptions can be multipurpose tools that can be used in every aspect of the employment process. (Arthur & Diane, 2005, 79) The communication between employees and managers plays a very important role in the company and can have a great impact on the job performances as well. (Coro Starndberg, 2009, 20) For some employees, it is difficult to analyze and define their tasks and to discuss about it with other employees and/or managers. Managers are under high pressure with their work and do not have much time to discuss. One of the major objectives of the managers in the company is to manage the company in a profitable manner. A survey conducted by SHRUM, (figure 6) has shown that setting clear goals in the company will have a positive impact on the overall satisfaction of the employees. The financial cri- 22 sis has had a negative impact on many companies and their management, as the focus has switch on the economic situation of the company rather than the wellbeing of the employees. The study with the prime objectives of ascertaining the employees towards the analyzation of jobs, which are required to perform their jobs effectively. In Karvy Stock Broking Limited. The survey was conducted on employees’ grades of Karvy Stock Broking Limited. the poll for this overview was surrounded considering on work graders of Karvy Stock Broking Limited. the poll for this review was surrounded considering tose factors where remedial move can be made at Karvy Stock Broking Limited. from the aftereffect of the overview the hr division can make restorative move to diminish non-appearance rate in this manner increment their profitability and effectiveness. Review of Literature: Amos et al. (2004) studied that effective management of performance was critical if the goals and objectives of the organization were to be achieved. Organizations were in existence to succeed and the achievement of the strategy through individual output places the spotlight directly on performance and the management thereof. An integrated human resource (HR) strategy supports the fulfillment of business strategy and the attainment of organizational goals. This integrated HR strategy represents a network of human resource processes, geared towards the achievement of business goals and introduces links of performance to sourcing, staffing, development, rewards, recognition, and employee relations. According to Amah (2008) concept of personnel utilization appeared relatively self-explanatory. It related to overseeing employee job performance. Formally it was defined as "an interlocking set of policies and practices which have their focus on enhancing achievement of organizational objectives through a concentration on individual performance". Personnel utilization encompasses cascading overall business goals and objectives into individual employee objectives. Amos (2004) discussed that it was an approach to the management of the people, which deal with setting individual objectives that are related to organization objectives. Amah (2008), Spangenberg and Theron (2001) highlighted that potentially the most important organization link for performance management is to drive the implementation and realization of strategy. Hartog et al. (2004, p.558) studied that this alignment was required so that employee performance and development could be enhanced, with the aim of maximizing organizational performance. The word ‘strategy’ has been referred to ensure a shared meaning of this term given in the research context. Therefore, strategy defined by Price (1997) was “the means by which an organization seeks to meet its objectives. For the purpose of this research, strategy can therefore be compared to a high-level thought or plan of action of how human resource practices will be linked with the employee’s job performance to achieve its goals and objectives. Pfeffer(1994) discussed that human resource practices like recruitment and selection, job evaluation, job Volume VIII Issue IX SEPTEMBER 2019 Page No : 126 Science, Technology and Development ISSN : 0950-0707 succession planning, training and development and job security be just a diminutive practice ascribed with massive worth to the organization. Researchers (Arthur, 1994; Delaney &Huselid, 1996; Huselid, 1995) proved empirically the constructive association of the human resource (HR) practices and organizational outcome like improved efficiency, job retention and job performance. All these studies have established a set of human resource "best practices". Huselid (1995)narrated these practices as "high performance job practices". Succeeding studies by (Delery & Doty, 1996; Huselid et al., 1997) emerged to sustain the concept that there was a bunch of HR practices that can hamper the job performance of an employee. This study contains nine HR "best practices" which are considered as job analysis, job design, job evaluation, job security, job succession planning, employee recruitment, job performance, job satisfaction and job retention. Pfeffer (1994), Wright et al (1998) and Appelbaum (2002) studied that the premeditated use of human resource practices were significant for the organizational performance. Further, by the implementation of best human resource practice for overseeing the employees was whispered result an affirmative impact on the organizational performance. Heneman et al. (2000) discussed that Human Resource was recognized as an area of momentous significance to an organization's achievement. As a result, the significance of a human resource (HR) function in an organization might articulate how vital that task was to a specified organization. A sturdy positive association has been found by (Delery & Doty, 1996; Husilid, 1995) between organization nal performance and individual performance appraisal. According to Huselid (1995) and Ichniowski&Shaw (1999) effective HR practices
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