CHAPTER1 INTRODUCTION 1.1 Background of the Study

Performance is a comparison between the work of the real compared to the standard set by the company (Dessler, 2000). Performance is the quantity and quality of produced or services rendered by a person in doing the job (Luthan, 2005). Performance is the work of behavior (Armstrong, 1999). Performance is the relationship between work and behavior.

Organizational performance is derived from the word job performance that means real work produced an employee within a specific time period.

Organizational performance is the working result of the employee within a certain time. Performance is the degree to which the employee reaches the job requirements (Simamora, 1995). Performance is the achievement record resulting from the acquisition of a particular job function or activity during a specific time period (Luthan, 2005).

Organizational performance measurement include: quality (fineness, cleanliness, accuracy), the speed of time, the number and kinds of jobs, skills in using tools, and knowledge of the work. Luthan, (2005).

One of the ways an organization can experience organizational performance is through job analysis.

Job analysis is one of the most important activities of human resource management and can perform multi-functions. A regular or proactive job analysis practices help to identify factors that shape the employees` motivation and job satisfaction.

Managing the human capital in any organization is considered of utmost importance since it is the mainengine of an economic success and ignition of prosperity. Nonetheless, human resource departments were not fully recognized as an inseparable unit in corporations in Nigeria until recently, which indicates that – in most cases – it is not yet fully developed; contain well-trained personnel or even using complex techniques for maximum use of available potentials. In another words, most of the corporations haven’t been aware of the impact of HR practices of human capital management, organization development, resourcing, performance management,  and  job  evaluation  and  others  on  the  organization’s  success  and  hence  profits.  Thus,  a considerable gap is found that yet needed to be covered.

Strategic human resource management practices enhance employee productivity and the ability of agencies to achieve their mission. Integrating the use of personnel into the strategic human process enables an organization to better achieve its goals and objectives.

Job analysis is one of the most important aspects of human resource management, as it’s the hub of all human resource management activities necessary for the successful functioning of organizations (Geal, 1988) (Dessler, 2003).Linking HRM practices to organizational is unexplored and required a  great attention particularly in the context of Nigerian organizations.

Job analysis is focused on the collection of work related information for the job as it’s currently exists and/or existed in the past (Dessler, 2003). Yet, as competition and technological innovation increase, jobs are becoming less individually based. Consequently, the tasks to (perform, knowledge, skills, and abilities) required for organizational performance and becoming more volatile, and more team-based. Organizations may perceive the creation of jobs that do not currently exist, the analysis of which is beyond the scope of traditional job analysis. This has led to calls for a more practice and strategic approach to job analysis, so that the procedures will continue to be relevant in today’s workplace. From the foregoing therefore, the study seeks to examine the relationship between job analysis and organizational performance in Hospitality firms.

1.2 Statement of Problems

The researchers have established co-relationship between organizational performance and job analysis in context to human resource management but the relationship between HRM practices like job analysis stability, the intervening process recruitment, connecting job analysis is yet to be explored in a full flow.

As earlier research  on  job  analysis  focused  on  its  importance  as  a  strategic  human  resource management  practice  with  contribution  to  personnel  utilization  (Bowin  and  Harvey,  2001; Casico,1998).Anthony et al. (2002) and Dessler (2003) suggested that organizations that actively peruse job analysis as a human resource planning strategy are likely to gain competitive advantage.

1.3 Objectives of the Study

The main objective of the study is to examine the relationship between job analysis and organizational performance. The following objectives are to be achieved:

1. To examine the relationship between job design and organizational performance.
2. To examine the relationship between job evaluation and organizational performance.
3. To examine the relationship between job specification and organizational performance.

1.4 Research Questions

The following research questions are posed to guide the study:

1. To what extent does job design associate with organizational performance?
2. To what extent does job evaluation associate with organizational performance?
3. To what extent does job specification associate with organizational performance?

1.5 Research Hypothesis

The following research questions are postulated to guide the study:

H0: There is no significance relationship between job analysis and organizational performance.

HA: There is a significance relationship between job analysis and organizational performance.

1.6 Significance of the Study

This information of job analysis will contribute to the knowledge of the researchers as well as provide much needed information to the human resource managers.   The outcomes of the present study would be useful to the Hospitality firms  management as they search  for  ways to increase organizational  stability and maximizing  job satisfaction Observing and documenting the factors which influence job performance of an employee will form a data bank of information that will be useful to the organization. Knowledge of such information will facilitate a better method of manpower planning by the management. Indeed, this study defines how job analysis flows in the organization like Hospitality firms.

1.7Scope/Limitation of the Study

The study is delimited under the following heading: content scope, geographical scope and unit of analysis.

Content Scope: The content scope of this study involves an investigation to ascertain the relationship between job analysis and organizational performance. The independent variable is job analysis measured by job design, job evaluation and job specification. While dependent variable is organizational performance, measures by efficiency effectiveness and productivity.

Geographical Scope: This study is delimited in Port Harcourt Metropolis with special reference to Hospitality firms , Rivers State.

Unit of Analysis: The unit of analysis in this research involves the individuals at the time of carrying out the study.

This study involves an investigation of job analysis in relation to organizational performance. Hence it is a micro level study.

The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.

Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and compilation of data for the project.

1.8 Definition of Terms

The following terms are operationally defined as follows:

Job Analysis: Strategic human resource management practices enhance employee productivity and the ability of agencies to achieve their mission.

Job Design: Job design has developed a great deal of interest in the area of HRM during the recent decades.

Job Evaluation: Job evaluation is a systematic process used to determine the worth of jobs and creating a link between job worth and salary”.

Job Specification: Job specification is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively.