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Executive Summary
Job analysis is an important concept in the discipline of Human Resource Management since it is useful in the job selection process, especially in hiring candidates who apply for managerial job positions such as the assistant insurance salvage evaluation manager. Getting the right individuals for employment is critical to the achievement of an insurance organization’s goals. Different selection stages enable employers to foresee candidates who would be victorious and productive if employed.
Through the task-based approach, this job analysis aims at accessing the job description of an assistant salvages manager in an insurance company. Among the tested variables include time spent, difficulty to learn, centrality, and mistakes made. Besides, the treatise identifies stages involved in the job analysis process of the assistant insurance salvage evaluation manager who is expected to perform the role of assistant managers in the accident salvage department.
This position entails general management roles, auditing, and bookkeeping. Besides, the position demands flexibility since the occupant is expected to be an all rounder in the performance of general management duties.
Job Analysis
Validated personnel selection is crucial in forming an effective staff, directly promotes employee productivity, and in most cases, improves business performance and profitability. Finding and hiring qualified candidates is often a lengthy time- consuming process and should be implemented using the most current research practices.
The insurance business sector has used personality and psychological testing to predict job performance, job related behaviors, and reactions as guides to hiring and staffing their organizations (Invancevich & Konopaske, 2012).
A concern in cognitive testing through the task-based job analysis for an assistant salvages manager is that different persons perform differently in certain cognitive and IQ-based tests, suggesting a bias in these testing methods (Shetterly, 2008). For instance, in 1971 the United States Supreme Court decision, Griggs v. Duke Power resulted in showing that testing is a business necessity so that such tests are not biased nor are used to eliminate certain candidates.
Nevertheless, procedural justice is an issue that has occurred when conducting cognitive assessments (Shetterly, 2008). Also poor face validity leads to job evaluation candidate believing that the tests do not measure job-related skills or abilities.
However, these concerns do not detract from the usefulness that tests can provide to foresee personality, approaches, and psychological behavior to best determine an applicant’s fit with the existing personnel, especially for the sensitive and strategic assistant insurance salvage evaluation manager.
On the basis of relative time spent, this role scores a mean mark of 3, that is, average since it focuses on personality and psychological testing. The purpose of these tests is to predict performance, job related behaviors, and reactions. When approaching a potential candidate for any position, human resources representatives must remember the prospective candidate will display his or her best qualities of the abilities, skills, and knowledge he or she possesses.
What an organization does not see during the interview and hiring process is what a manager finds after the candidate obtains the position. As a human resource professional, one must seek as much information as possible to establish a long-term fit within the company (Invancevich & Konopaske, 2012).
Personality testing can give an insight into the individual besides his or her resume from preliminary interview, cognitive skills, and aptitude tests. Although there are concerns that some individuals can influence personality tests, the use of several screening tools increases the likelihood of obtaining an accurate picture of the candidate for the assistant insurance salvage evaluation manager position.
An insurance company can benefit from employing one of the testing tools listed in the overview of tools for selection or the tool recommended for personnel job analysis to ensure that the person assigned to this job is time conscious and deliver optimal returns within a specific period.
Self evaluation skills on the individual concentration level during training encompass actual and expected outcome. Through designing relevant program training model, concentration evaluation will remain active in developing dependence of interest attached to an activity, creating proactive relationships, and monitoring their interaction with physical aspects of team evaluation.
Eventually, this pays off since that individual will learn to appreciate the essence of learning and need to stay active. Thus, despite training coordination being rated as a high self management assessment strategy, action planning is of essence to create solution oriented task and strategy implementation secession for quantifying performance levels, especially in the pharmaceutical environment (Shetterly, 2008).
On the basis of the difficulty of the task, the score for this position is 3, since the role of a manager is often challenging and demands constant motivation. Motivation evaluation engages in active process of learning through the promotion, facilitation, and rewarding collective learning results, the ideal model for quantifying success will rely on the set objectives.
The three building blocks of motivation evaluation include learning intra personal performance, learning processes, and practice leadership that reinforces performance. These aspects are the success measurement variables of the success of the training and development strategy for an insurance company carrying out an objective job evaluation for an assistant salvage manager.
On the basis of mistake made, the analysis reveals a score of 1, that is, very easy to correct since salvage insurance business is dependent on what is observable. Thus, any mistake made by the assistant salvage evaluation manager can be easily corrected via reviewing his or her cognitive ability.
Reflectively, “cognitive ability tests typically use questions or problems to measure ability to learn quickly, logic, reasoning, reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs” (Shetterly, 2008, p. 35).
To be able to carry out organizational psychology assessment on the basis of centrality, research and statistics are needed to understand the various behavioral patterns that exist within the scope of an organization for this role. Consequently, organizational psychology theorists overtly argue that cognition alters behavior. Moreover, it is important to note that the outcomes of organizational psychology vary hugely from one organization to the other.
Therefore, research and statistics will facilitate understanding of the centrality of the rules since according to this perspective; emotional distress is assumed to result from maladaptive thoughts expressed in specific behavior patterns. Through research, it is possible to stipulate the different behaviors often associated with different centrality role patterns.
This self guided approach is based on collaborative procedures that involve designing specific learning experiences to teach organization on how to monitor automatic behavior; recognize the relationship between these behaviors and cognition, ways to test the validity of the relationships, and measures to apply to substitute the distorted thoughts with more realistic cognitions (Invancevich & Konopaske, 2012).
The main aim of re-assignment analysis procedures is to ensure that the salvage administrator has high possibility working successfully. This kind of evaluation procedure is meant for reviewing a manager who possess analytical skills besides academic qualification.
Multiple re-assignment analysis is important because it ‘screen’ suitable candidates who would be productive to the organization’s objectives. Nevertheless, choosing right individuals for employment is always a challenge. Features that qualify an individual for the assistant salvage manager include thirst for success, risk evaluation, innovation and team player.
Appendix
References
Invancevich, J., & Konopaske, R. (2012). Human Resource Management. London: McGraw-Hill Education.
Shetterly, D. R. (2008). Job Characteristics of Officers and Agents: Result of a National Jobs Analysis. Public Personnel Management, 37 (2), 23-30.
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