No matter in study or work, everyone has been exposed to papers. Thesis is a comprehensive style, through which we can directly see a person's comprehensive ability and professional foundation. Then the question comes, how to write an excellent paper? The following is a psychological analysis paper on employee cooperation in job analysis, which I compiled for you, for reference only. Let's have a look.

Job analysis is the foundation and premise of human resource management, which provides the foundation for other human resource management modules. However, in the practice of job analysis, employees are generally uncooperative, which seriously affects the implementation and effect of job analysis and the development of other human resources modules. By expounding the reasons and manifestations of employees' non-cooperation in the process of job analysis, this paper makes psychological analysis and puts forward some coping strategies to eliminate the practical obstacles of job analysis and provide reference for the practice of job analysis in enterprises.

Job analysis, also known as post analysis, is simply a scientific means for human resource management to understand relevant work information and situation in a short time. Specifically, job analysis is an activity or process, which enables analysts to directly collect, compare and synthesize relevant information by scientific means and techniques, thus serving the specific development strategy, organizational planning, human resource management and other management behaviors of the organization. Job analysis is the basic work in human resource management, and it is the prerequisite for the successful completion of the follow-up work of human resource management such as recruitment, training, performance, salary and personnel diversion.

However, many enterprises often have many problems in the process of job analysis, which leads to hasty job analysis and fails to achieve the expected results, thus making it difficult to effectively carry out and carry out all aspects of human resource management. Just like Gai Lou's weak foundation, the whole human resources work will be in a passive state. This paper analyzes the problem of employee cooperation in job analysis, trying to find out the reasons and countermeasures.

1 The uncooperative phenomenon of employees in job analysis.

Generally speaking, if the job analysis team encounters the following phenomena in the process of job analysis, it is considered that there is a problem with employee cooperation:

1. 1 employees are indifferent to job analysts, and even have resistance.

If the position analyst obviously feels that the employees are indifferent to them in interviews, data collection and other actual contacts with employees, there is sarcasm in his words; Or they have serious resistance to their work, and deliberately find excuses not to provide relevant information required by job analysts, thus not supporting their interviews or investigations, which are not caused by the job analysts' own problems, such as arrogance to employees. , employees may be regarded as uncooperative. Indifference and resistance are reflected in some sentences used by employees with obvious indifference and resistance, or in the attitude of indifference and resistance when receiving job analysts. For example, "It's meaningless for us to do these things …", I really don't know what the leaders think. It's really time-consuming, laborious and expensive to make this thing. ""We've been busy all day, and we don't have time to do this ... ""Wait for me, and I'll talk to you later "and so on. "Job analysis? What is this for? Your human resources department is really full and has nothing to do. " A direct question with profound qualifications: "Is there any change? Why do you suddenly want to analyze the work? " Some people are very skeptical. "Sorry, I'm very busy. Let's talk about it later. " There are many people who are indifferent and uncooperative. As a result, job analysts are exhausted, but they get little.

1.2 The job information provided by employees is quite different.

If the job analyst finds that the information provided by the employee is quite different from the actual situation when analyzing the information, it can be concluded that the employee does not cooperate. Specifically, employees deliberately provide false information, deliberately exaggerate the actual job responsibilities and work content of this position, and belittle the work of other positions. For example, "(accounting post in the finance department of textile company) my position is the one with the heaviest responsibility, the least power and the lowest salary in the whole company." We have to check all the accounts of the company every day, work overtime at the end of the month, and usually take time to formulate financial system norms (it is understood that this position does not have this task) ... ""The job in that position is much lighter than ours, basically getting paid and doing nothing ... "

2 employees do not cooperate with the psychological reasons

Similar problems are not uncommon in employee cooperation during job analysis. The author believes that the reasons are mainly manifested in the following aspects:

2. 1 Job analysts failed to mobilize in advance, and employees did not realize the role of job analysis.

Job analysis has not received enough attention in most organizations. Most employees don't know what job analysis is, and have no idea about the reason, process and purpose of job analysis. Naturally, we don't cooperate with this sudden work and don't trust people. This is a normal psychological reaction.

2.2 The job analysis function of layoffs and salary reduction is the congenital reason for the low cooperation of employees.

Employees usually think that job analysis will pose a threat to their employment, job content, job rights and responsibilities, salary level and so on. Therefore, there will naturally be the psychology of rejecting job analysis. The reason for this idea is that job analysis has always been a common means for enterprises to lay off employees and reduce their salaries. In the past, due to the deterioration of the external economic environment, or internal strategic changes, organizational structure adjustment and other reasons, enterprises need to adjust the work structure and work content of employees, or even reduce the number of employees, and make corresponding adjustments to employees' wages. But if you don't explain the reasons to employees, employees will think that this is an unreasonable behavior of the enterprise. Or even if managers explain the reasons, employees will think that these reasons have no scientific basis and are not credible at all. They may just be self-righteous excuses that managers find to dismiss employees or reduce salaries. In this way, dismissal or salary reduction will undoubtedly cause indignation, even accusations, as well as dissatisfaction and fear of the incumbent, thus affecting the performance of employees. But if these decisions are made on the basis of scientific job analysis, there are so-called scientific reasons, and the resulting dismissal and salary reduction are protected by law. So it is not difficult to understand that employees are afraid of job analysis.

2.3 Measuring workload and intensity is the realistic reason why employees don't cooperate with their work.

In order to increase the workload of employees, enterprises often use job analysis. For example, in Hawthorne's experiment, the experimenter found that employees generally do not work with the highest efficiency at work, but only follow the middle efficiency in the team. So they come to the conclusion that employees not only have economic needs, but also have team affiliation needs, so they will only follow the middle of their team. Moreover, more importantly, employees think that managers always have this idea, and employees always like to be lazy, so if they maintain a medium level of work efficiency, managers will raise their work intensity to a higher level. However, if your work efficiency is too high and your superiors will increase the work intensity again, then you may not reach the level required by the manager, and you will leave the impression that you are not working hard. Now, this situation also exists. In order to determine the actual working time required for a job, rather than the time actually spent by employees at work, enterprises often adopt the method of job analysis. Employees are worried about working too hard, and it is reasonable not to cooperate with job analysis.

3 solutions

If job analysts want to successfully implement job analysis, they must solve the problem of uncoordinated job analysis of employees, so that they can provide real information.

3. 1 explain beforehand and clarify the purpose.

Before carrying out the analysis work, we should make full preparations and preparations. The preparation before job analysis includes full communication with the top management and strong support from the top management; Hold a kick-off meeting of job analysis attended by all employees, preach the concept of job analysis, and let employees know that the main purpose of job analysis is to design an efficient organizational structure, formulate assessment standards and programs, and design a fair and reasonable salary and welfare system; Explain the composition of the job analysis team to employees, and disclose the implementation steps, methods and processes of job analysis. In short, only by making good preparations and paving the way can we reduce employees' strangeness in job analysis and let employees know what they are doing. Deliberate "mystery" will only cause employees' resentment and resistance.

The job analysis team should give employees an oral or written promise that the enterprise will not bring negative effects such as layoffs, salary cuts and staff reductions to employees because of the results of job analysis, so that employees have a certain sense of security. Let them know that this is an objective and fair investigation and analysis, not personal, and that layoffs or pay cuts are needed. Eliminate the psychological barriers of employees, and the future job analysis will be easy to do. In addition, the human resources department also needs to tell you the implementation steps and methods of job analysis, and make the process public so that employees can know fairly well.

3.2 Feedback afterwards to enhance employees' sense of participation.

During the implementation of job analysis and after the completion of job analysis, employees should also be fed back the phased results and final results of job analysis in time. Only in this way can employees have a sense of participation and support the implementation of job analysis and the implementation of job analysis results. Attach importance to the application of job analysis results in enterprises and improve the participation of employees. The direct result of job analysis is the formation of job description, but enterprises should not just stay at this level, but follow up in time, attach importance to the application of job analysis results in formulating standardized assessment standards, formulating reasonable employee training and development plans, and providing scientific career development consultation, so as to avoid the "two skins" phenomenon in the formulation and use of job description as much as possible. After job analysis, there must be no following, otherwise employees will doubt the role and significance of job analysis because they can't feel the corresponding changes and improvements brought by job analysis, and it is difficult to cooperate with the work of human resources department in the future. These are of great benefit to employees. It is best to gradually adjust all aspects according to the results, and the adjustment range should not be too large and the action should not be too fast. However, there must be no following. If so, employees will doubt the role and significance of job analysis, and they will not be afraid when they do it next time, but will not take it seriously at all.

refer to

1 Xiao Zhengming. Methods and skills of job analysis [M]. Beijing: Renmin University of China Press, 2006.

Ran Bin. Job analysis and organizational design [M]. Shenzhen: Haitian Press, 2002.

3 Jipeng Wang. Job evaluation-the relative value of decryption work [M]. Beijing: China Labor and Social Security Press, 2004.

How to improve the cooperation of old employees

Enterprises have been operating for a long time, which will naturally precipitate the next batch of senior employees, referred to as old employees. Next, I sorted out how to improve the cooperation of old employees. I hope you like this article!

First, fully respect the old employees.

This kind of respect is not superficial compliment or flattery, but really attaches importance to the work experience and ideas of old employees. There must be a reason for the work habits accumulated by old employees for many years. When we want to implement a system or assign a task, we must fully communicate with the old employees in the enterprise in the early stage, listen to everyone's opinions, and know what others did before. The key is to find out the reasons. Throw out your own opinions and accept the audit of old employees. Don't think that your own things are advanced and scientific, and what is recognized by senior leaders must be reasonable.

Old employees will put forward many questions and opinions based on their own experience, but this does not mean that they resist new things and refuse to change. On the contrary, these questions and opinions are very important basis to help us improve the system or the task itself. As the saying goes, "it's easy to do things despite difficulties", and it's better to communicate more and revise more in the early stage than to hear the voice of doubt after the system is promulgated or the task is issued. Moreover, the agreement reached in this way will play a very positive role in promoting the implementation of the later system and tasks.

Second, the information is complete, clear and accurate.

Don't think that we have communicated in the early stage, and everyone has reached an agreement, so there will be no misunderstandings and differences. Finally, be sure to write down what you want to do on paper. The content must be complete, clear and accurate, even those details that everyone thinks they already know. If employees are required to provide reports or other forms of work results. Then be sure to clearly state what to submit, in what form, when to submit it, to whom, what is the deadline, what will happen if it is not submitted on time, and it is best to have standard templates or examples.

At the same time, through meetings, documents, publicity and other means, to ensure that everyone is fully aware. , when necessary, focus on systematic training and publicity. In order to get a high degree of cooperation, there must be a high degree of promotion in the early stage.

Third, actively follow up the feedback.

Often some people, after arranging their work, just sit back and wait for the results. When the deadline approached, they found that no one had submitted the results, and they felt that others did not cooperate with their work. As we all know, follow-up and feedback are also very important links. Everyone has a lot of things to do every day, and they always get priority. Anyone who knows how to manage time knows to do urgent and important things first.

Unless the assigned work itself has obvious signs of urgency and importance, it is easy to be mistaken for less important, at least not so urgent. Therefore, regular follow-up can, on the one hand, increase the other party's attention to things and play a role in reminding. On the other hand, we can also know the problems in the promotion process in time and correct them in time.

;