Understanding of Job Analysis of Middle Management in Ministry of Public Works and Transport, Laos, PDR

Abstract

Job analysis sits at the heart of all human resource practices, making it a critically important management activity in every organization. However, with increasing competition, shorter product life-cycles, rapid technological innovations, and the changing nature of organizational structures, its underlying assumptions are becoming increasingly questionable in today's dynamic work environment. Moreover, the methods used by traditional job analysis are simply not applicable to many new and emerging jobs and some authors feel it may even be an obstacle to organizational success (Singh, 2008). This research paper aims at firstly examining how the 4 breakthroughs of government policy are comprehensible and practicable among the middle management. Secondly to investigate if the application of job analysis developed by Pynes is known and implemented by the MPWT middle management. The qualitative research methods was employed among the middle management personnel at MPWT. The group discussion and in-depth interviews were conducted and content analysis was used to interpret transcribing data to text description. It was found that there were no specific measures for job analysis as reference from the four breakthrough policies of the government of Lao PDR has been applied in job analysis among the middle management personnel. So it was also found that there was no job analysis model which was applied. Therefore, the Pynes model was not actually comprehended by the middle management personnel.