There are different methods of data collection during job analysis. However, the selection of a technique or a combination of the methods is dependent on the objectives and requirements of the business. Usually, all the techniques are aimed at understanding the overlooked data or information and then utilize it as an effective tool for selection of the best job candidate. Choosing the best job analysis technique is dependent on the organization’s structure, responsibilities, hierarchical levels, and the nature of the job ( Harvey, 2011) . Before using a specific method, all the merits, and demerits of the technique are analyzed. The information that is collected during the various processes is crucial because it assists the organization to cope with high attrition rates, current market trends, and organizational changes among other challenges. The paper will seek to describe the job analysis techniques, come up with the best combination of techniques and provide the rationale for selecting the customer service representative.
Methods of Job Analysis
The first technique is interviewing that requires an HR specialist. The HR specialist or a manager is required to visit the organization and have a conversation with the potential employees regarding the job. Often, a standardized form is used in the collecting and recording of information. In most cases, the supervisors and potential employees are interviewed so that there is a complete understanding of the job description ( Need, 2006) . In situations where there are team based jobs, a group interview can be carried out with the involvement of the job incumbents. An HR representative should be available as a mediator. When the jobs are difficult to define, the use of group interviews would be the best solution. The technique may be quite tie consuming the interviewer is required to talk to two or more employees. Also, managerial or professional are often complicated and may need longer interviews.
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Questionnaire technique is one of the most common techniques of collecting information on jobs. Often, a survey sample is developed and offered to the managers and potential employees to fill. One of the main merits of the questionnaire is that a large amount of information regarding various can be gathered affordably over a short time. Nevertheless, the technique makes an assumption that all the employees can give the adequate information about their responsibilities ( Buchholz, Paquet, Punnett, & Moir, 2016) . The levels of literacy and perceptions may vary among the employees. The questionnaires can either be open-ended or closed-ended. The merits of this technique should be weighed against some of the probable weaknesses. Some of the employees may be overwhelmed by the number of questions that may involve various ratings. If such a situation occurs, the results may be inaccurate or unreliable.
Observation may occur in different forms, but the most common method that is used is direct observation. It involves using a person who has no direct involvement in the responsibilities to observe the different employees as they carry out their tasks such as job analysts or supervisors who will observe the employees as they carry out their responsibilities. The observer is required to record through questionnaires, notes or checklist ( Morgeson & Campion, 2007) . The records should contain ratings of how the employees completed certain tasks. Other forms of observations are where the managers remember certain behaviors of their employees that were either ineffective or effective. It may involve having video records of the employee performance for future analysis. The method is quite time-consuming, but the challenges of bias are minimized. However, some jobs that require immense knowledge or mental input may be difficult or impossible to observe because most of the responsibilities take place in the employee’s head.
Another method is the employee log or diary where the employees observe and keep a record of all their responsibilities in the diary or the log. The diary should describe how frequent the responsibilities are carried out and the time that is spent performing the activity. The employee can also give suggestions on how particular tasks can be conducted and suggestions that can improve various processes in the organization. The diary or log often gives reliable information. However, the process of compilation may prove to be burdensome for the employees because it may be time-consuming ( Harvey, 2011) . Furthermore, some of the employees may not be confident enough to describe their suggestions through writing and may prefer oral records. Also, the employees may view the activity as a technique that provides needless paperwork that may distract the employees from their core activities. However, some employees may have a positive attitude towards the process.
Advantages and Disadvantages
The two methods that have been selected are observation and questionnaires. Both techniques have merits and demerits. Questionnaires are a cost efficient technique of gathering qualitative and quantitative information if the responses are collected in a standardized approach. Mobile and online surveys have a generous approach and are low cost compared to other techniques of data collection. The technique is quite affordable in comparison to outsourcing the responsibilities to another company. Furthermore, the questionnaire can be emailed to the employees and may involve little or no costs. They can be a good return on investment because the organization can gather crucial information at low costs ( Need, 2006) . Also, they consume less time during data collection compared to other methods that have been discussed above. The company could come up with software that instantly compiles and analyzes the data provided by the employees especially if it was conducted online.
However, the method has its disadvantages. Questionnaires have high levels of dishonesty. In most situations, the respondents are rarely honest and give the information depending on the employer but not according to their personal conviction. The situation may also occur due to fear or embarrassment. They may fear that their privacy is being intruded. The employers should be keen to ensure that the employees understand the significance of the process and that it is not intended to invade their privacy but improve the outcomes of the company and select the best candidate. Moreover, the method does not convey the meanings and feelings of the respondent ( Buchholz, Paquet, Punnett, & Moir, 2016) . The questionnaire does not fully capture the feelings or emotional responses of the employees. If the questionnaire is not administered face to face, it becomes impossible to monitor body language, facial expressions, or reactions. Without the emotional records, some of the useful data may not be gathered. If the emotional aspect is highly required, the people conducting the questionnaire may use the Likert scale where the emotional responses can be analyzed.
Observation method is a very common and simple technique of gathering data. It requires limited technical skills when gathering data. Scientifically based observations may require higher technical knowledge, but it remains a very simple technique. It is a skill that every person utilizes in their daily activities when they observe their different environments and little training is required to conduct the process. In some techniques such as questionnaires and interviews, the employer or analyst is dependent on the information that is offered by the employees ( Buchholz, Paquet, Punnett, & Moir, 2016) . Therefore they are indirect, and the analyst has no means of determining the authenticity of the information. Nevertheless, in observation, the observer can easily confirm the reliability and authenticity of the information. The technique also allows the observer to determine the emotional responses of the employees. Hence, in most case, the data that is collected using this technique is more reliable than other methods.
Nevertheless, the observation technique has various weaknesses that can be addressed. Not all the activities of the employee can be analyzed when the observer is close to the employee. The challenges occur because various events are uncertain and how the employee responds to it today may not be the same manner in which they may react tomorrow. Also, the reaction may even take place when the observer is not around ( Harvey, 2011) . For instance, the observer may not be around when a certain employee is assisting a fellow employee or when there is a quarrel. Also, the technique is prone to bias because of the observer. The observer may have a certain perception or attitude towards certain things that may not be shared with the employee. Hence, there might be a preconceived attitude towards a certain employee that may deny them a chance. When such a situation occurs, the objectivity of the research may be faulty.
Strategies or Selection
The first strategy will be a combination of observation and interviews. The technique will involve giving the various applicants a challenge such as a problem facing the organization or a table that is quite disarranged and then observe their reaction. It can also be in the form of a test where the employees may be given open-ended hypothetical situations and then asked to explain how they would react to the hypothetical situations ( Need, 2006) . The analysts should be keen to observe all the emotional and facial expressions of the applicant to ensure that they get the best candidate. The technique may be quite crucial for technical and managerial positions that require various skills.
The technique has various advantages because it would be more accurate than other techniques in the prediction of the future performance of the employees ( Schneider & Konz, 2009) . It is quite easy to administer because the employee would just be placed in certain conditions and their reactions recorded. Furthermore, it may give the organization an idea how the employee would react to various conditions. They may even identify the aspects of the employee that should be improved or developed. Also, after a certain hypothetical situation is developed and is successful, it can be used for multiple applicants. After, the observations, the applicants can explain their reactions in a structured interview ( Buchholz, Paquet, Punnett, & Moir, 2016) . However, the technique is more suitable for the in-house during job analysis. It may be time-consuming or costly. Also, the technique is often suitable for one job. For instance, the hypothetical situations that are used for a managerial position cannot be used for a clerk.
The other strategy would be a combination of questionnaires and employee diary. The questionnaires and diary can be structured to measure the cognitive abilities of the potential employees. Similar to the first strategy, it can also be used to predict future actions. It can be tested in simple questions on paper to more sophisticated or expensive computer adaptive tests. Nevertheless, both the simple and sophisticated techniques are valid in the selection of the best candidate ( Morgeson & Campion, 2007) . The employee can be asked to record specific responsibilities on their diaries and explain certain aspects of the company. The diaries can also be used to ask a few questions regarding the company such as the weaknesses. The company can also change the position of certain things in the company, for instance, the position of the photocopier and then ask the employees to propose the best position and give the reasons for their choices.
The strategy is quite effective because cognitive abilities are universally accepted standards for all job specifications ranging from zoology and agriculture to executive directing and manufacturing. Also, the tests can be used for different applicants and jobs because cognitive abilities are different but crucial in all fields. Furthermore, the questionnaires and diaries are affordable quick and easy especially if they are conducted online ( Morgeson & Campion, 2007) . Also, little training is required to administer the tests in the form of questionnaires. However, despite the fact that the technique is important in hiring, it may have an adverse impact on the minority groups. For instance, some of the tests may require advanced language skills that may even disadvantage foreigners or immigrants. Hence, the tests should be simple in a manner that even the employee with little literacy can answer.
Uses of Information from the Job Analysis
There are certain attributes that a customer service representative should have. Hence, all the job analysis methods and strategies should be geared towards attaining certain objectives. The first is personality because it affects the performance of the customer service representative. Psychologists insist that personality influences a unique difference in job performance if the impact of cognitive abilities is ignored. Despite the fact it is critical to select employees who possess the cognitive skills to perform certain responsibilities, it is important to realize that the skills and knowledge for certain activities can be taught ( Need, 2006) . However, the personality attributes that are exhibited by certain individuals cannot be manipulated. Hence, the personality should be one of the crucial factors that should be addressed during the job analysis.
The other aspects that should be analyzed by the job analysis methods are the team related performance and behavior. As a customer service representative is being hired, the organization should realize that the employee would not work alone and they may be in constant contact with other staff and clients. The candidate should facilitate a team culture, enhance collaboration and boost employee morale ( Schneider & Konz, 2009) . There are three dimension of an individual’s personality that enhances their teamwork: emotional stability, extraversion, and conscientiousness. When selecting a customer service representative who will fit into the organization’s team, the three dimensions are efficient aspects that they should possess.
There are the big five skills that are not only important to customer service representatives but also all employees. They include extraversion, conscientiousness, emotional stability, agreeableness, and openness. Results from various corporates insist that the Big Five skills can predict the customer service. The most crucial skill is conscientiousness because it determines the employee performance ( Schneider & Konz, 2009) . Conscientiousness consists of aspects such as dependability, self-discipline, methodical, responsibility, and organization skills of the employee. Hence, in such a situation, the candidates who have high levels of conscientiousness should be a priority.
Conclusion
The paper as analyzed four job analysis methods selected two of the most important methods and highlighted their advantages and disadvantages. The four methods are interviewing, questionnaires, employee diary, and observation. During interviewing, a standardized form is used in the collecting and recording of information. In most cases, the supervisors and potential employees are interviewed so that there is a complete understanding of the job description. Observation involves It involves using a person who has no direct involvement in the responsibilities to observe the different employees as they carry out their tasks such as job analysts or supervisors who will observe the employees as they carry out their responsibilities. One of the main merits of the questionnaire is that a large amount of information regarding various can be gathered affordably over a short time. It has also combined the four job analysis methods into two main strategies that are more effective and given the best rationale during the selection of a customer service representative.
References
Buchholz, B., Paquet, V., Punnett, L., Lee, D., & Moir, S. (2016). PATH: a work sampling-based approach to ergonomic job analysis for construction and other non-repetitive work. Applied ergonomics , 27 (3), 177-187.
Harvey, R. J. (2011). Job analysis.
Morgeson, F. P., & Campion, M. A. (2007). Social and cognitive sources of potential inaccuracy in job analysis. Journal of Applied Psychology , 82 (5), 627.
Need, W. C. D. H. P. (2006). Human resource management: Gaining a competitive advantage.
Schneider, B., & Konz, A. M. (2009). Strategic job analysis. Human Resource Management , 28 (1), 51-63.
