FREE online courses on Job Analysis and Evaluation - Role Analysis
At operative levels, it is possible to write job descriptions
that reflect what workers do while at work. At middle and higher management
levels, a clear definition of expected and unexpected job-related behavior is
not possible. Certain aspects of a manager's job (e.g., whether to take
decisions in the absence of clear cut information, how to react to situations
where workers confront them on the shop floor, whether to hire a person related
to the Managing Director, etc.) may defy clear conceptualization. Job analysis,
in such cases, may be woefully inadequate to uncover the subtle, informal ways
of doing things. It fails to capture the behavioral expectations of various
groups (unions, colleagues, superiors, subordinates, general public, etc.) that
influence the actions of a jobholder. Over a period of time, the roles to be
played by a jobholder may undergo a complete transformation. Identifying
important job related behaviors that may lead to effective performance, under
the circumstances, proves to be a difficult exercise.
Role analysis provides a satisfactory answer to this problem.
A role is a set of expectations people have about the behavior of person in a
position. A position holder may perform three types of roles in day-to-day life;
namely the expected role, the perceived role and the actual role. The expected
role is what other people expect from a person. For example, a college teacher
is expected by his role partners (principal, colleagues, students) to come to
the college and teach properly. The perceived role is how the individual thinks
he should behave to fulfill the expected role. The teacher may think that he may
be able to complete the given course in about a month's time and it is a sheer
waste of time to be in the college all through the year. The enacted role or the
actual role is the way the person actually behaves in an organization. The
college teacher, giving shape to his thoughts, might visit campus once a week to
handle his classes!
Now look at the conflicts that surface when the expectations
of role partners remain contradictory. Take the supervisor's job. As a part of
the management team, he must have corresponding values and attitudes (oversee
the work of workers; do not allow mistakes; punish the deviants, etc.). As a
member from the workers' group, he should have their values and attitudes (carry
the opinions of workers ‘upstairs', redress grievances quickly, etc.). He is
expected to wear both the hats gracefully. Such role conflicts occur because of
divergent role expectations. To complicate issues further, job description of
supervisory role could be dissimilar in two organizations. In one organization
supervisors may enjoy lot of freedom and in the other, their hands might be
tight. The job description might be the same but the actual roles played by the
supervisors in both cases might be totally different! Changes in management
philosophy, industrial relations climate, corporate culture may also affect the
roles to be played by job holders in a significant way. It is therefore
necessary to supplement the job analysis process with the role analysis to have
a clear picture of what the job actually demands.
Role analysis involves the following steps:
- First,
the objectives of the department and its functions must be identified.
- Second,
the role incumbent is asked to state his key performance areas and his
understanding of the roles to be played by him.
- Third,
other role partners (boss, subordinate, peers, etc.) are asked to state their
expectations from the role incumbent.
-
Finally, the incumbent's role is clarified and expressed in black and white
(called role description) after integrating the diverse viewpoints expressed by
various role partners.
Role analysis brings about greater clarity in roles. The role
incumbent knows what he is supposed to do on the job, keeping the perceptions of
others about his job in mind. Role clarity, in turn, leads to improved
performance on the job.