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social exchange theory of Blau (1968); provides further insights into how service culture may influence customer based quality of service evaluation. A supportive service culture encourages employees to go extra mile to serve the customers‟ needs which in turn affect customers‟ perception of quality of service (Siera & McQuilty, 2009). Also, Homburg, Wieseke & Hoyer (2009); Heskett & Schlesinger (1994) in their service profit chain theory, suggests that service delivery is derived from customer satisfaction and loyalty created by employee service delivery, which in turn is influenced by employee satisfaction and commitment. Employee job satisfaction and commitment result primarily from high quality of service and practices from organizations. Studies have shown that employees‟ service attitudes are consequences of service culture (Nelson, 2007).
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always in search for the best ways of maximizing its use for the benefit of all. Perhaps, this informs Goulder‟s (1952) claims that the language of service is not a valueless detached judgment on the part of the people in our society. Efficiency and the choice of those alternatives that maximize the realization of objectives or minimize expenditure in their pursuit – is widely acknowledged as good in and of itself. It is this sense that belief in efficiency is one critical element in the frame of reference in the operation and perception of both public utility organizations and their clients.
One of the major public service delivery in Nigeria since independence is that of efficient in the use of public resource to maximize public goods. Weber has noted the nepotistic and authoritarian character of the other variants of bureaucracy notably, the traditional bureaucracy as the challenge. The legal rational system of modern bureaucracy is supposed to eliminate this. In the words of Naidu in (Akhakpe, 2014), bureaucracy could achieve higher level of rationality efficiency and calculability in the conduct of administration because it operates according to calculability without regards for persons.
Such impersonal method of administration brings more impartiality, equality and objectivity in public administration. This is the basis on which we expect the bureaucrats and administrators to provide the best possible services to its customers in the society.
But it‟s imperative to note that structures and principles do not automatically translate into good performance. While Weber has done much to articulate what he expects modern bureaucracy to be like, then the norm seem to deviate from the ideal. The irrational elements in man and the bureaucratic construct itself appear to vitiate the
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attainment of bureaucratic goals. Lane (`987) is quick to add the caveat that “of course, bureaucratic efficiency cannot simply be a function of the formal structure of the bureau, but depend crucially on what goals are expressed in the behavior of bureaucrats as well as what means are considered”. However, what is palpable is the glaring incongruence between the western bureau structure and the behavior on one hand and the exigential imperative of African situation on the other hand.
Bowra, Sherif & Niazi (2011); Guest, Michie, Conway & Sheehan (2003) posits that the case for an association between human resource management and organizational service delivery are based on two arguments. The first one being that the effective deployment of human resources offers one of the most powerful bases of competitive advantage. The second argument is that effective deployment of human resources depends on the application of a distinctive combination of practices, or the use of a consistent set of human resource practices. Furthermore, Guest et al. (2003) stress that there is a plausible case that human resource management will be more effective if it fits the business strategy of each organization.
Because of his interest in improving job efficiency, Taylor, study the job as one of his principles of scientific management. It was from his ideas and data that gave rise to time and motion study of jobs. This consciousness on job analysis provoked series of studies on how the human relations association could determine better service delivery.
Behavioral scientists and psychologists rediscover job in the 1960s as a focal point of study in the organization. Before then, job analysis has been focused only on the work
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being carried out. However, this was altered in the 1970s as psychologists were attracted in job analysis. Their involvement was in three fold which include: (i) quantifying job analysis by developing questionnaires for data collection; (ii) worker orientation to job analysis; and, (iii) focusing on smaller units rather than the whole job, task, or elements within jobs.
Cascio (2010); Bowin & Harvey (2010) stress the significance of job analysis as a strategic HRM practice linked with the organizational service delivery. Apospori et al.
(2008); Delery & Doty (1996); and Husilid (1995) discover a significant relationship between job analysis and organisational performance. Dessler (2011); Anthony, Kacmar
& Perrewe (2002) recommend that with the recognition of the Human Resource–
Performance (HRP) linkage, organizations vigorously adopting job analysis as a human resource strategy are likely to grow more with increase profitability or benefits. They further illustrated the extent to which tasks and employee attributes for an assigned job is termed as job analysis, hence job analysis techniques can also be termed as worker-oriented or work worker-oriented (Gatewood & Field, 1994). Work worker-oriented methods engage clear description of a variety of jobs or tasks to be performed, while worker-oriented methods examined human behaviors concerned with the work activities (Gatewood &
Field, 1994). Whether work or worker-oriented technique, job analysis methods allow the assumption of employee‟s knowledge, skills and abilities (KSAs) characteristics.
According to Davis (1995); Gatewood & Feild, (1994), the importance of KSAs characteristics involve in job-related information and the necessary human abilities to
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perform certain job activities cannot be overemphasized as these have relationship with service quality. Job analysis is an instrument to analytically gather data on tasks and behaviors leading to KSAs about any kind of work activity (Gatewood & Feild, 1994).
Yet, Prien (2007) emphasize the importance of conducting job analysis to recognize valid predictors and criteria for job success which has also been acknowledged by other scholars and HR professionals, fully engaged in employee engagement, recruitment and selection process. Dunnette in (Rehman et al., 2010) linked job analysis information with recruitment process. These researchers single out job analysis as the base of the entire recruitment and selection process.
Corroborating the above views, Dessler, Cole & Sutherland (2012); Bohlander et al.
(2009); Schuler & Jacksoon (1996) examine the importance of conducting job analysis and acknowledged job analysis in relation with work behaviors and associated tasks required for successful service delivery. Job analysis provides a foundation of requisite information regarding jobs and employees that HR professionals used to build up important documents such as job description, job specifications and performance appraisal (Harvey, 1991).
An examination of the above views, suggest that there is an agreement among researchers that job analysis is the backbone and cornerstone of each and every HR activity.
However, despite acknowledging the pivotal role of job analysis in all HR activities, it would appear, there is no empirical study which linked job analysis to service delivery especially in Nigeria public sector context given the low work content, miss use of
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labour, irrational job titles and high number of idle workers in its public sector organizations.
According to Denhardt, Denhardt & Tara (2014); Towars (2012); Pfeffar (2008); Drucker (2002); and Grerr (2001), the accomplishment of objectives set by the organizations in this globalized era solely depends upon the talent of their human resources and professional development programmes while Delaney & Huselid (1996) confirm that well-established human resource practices not only enhance job retention but also improves service quality and performance.
Flowing from the above, linking the practice of job analysis and quality of service delivery is yet to be analytically explored in a developing country like Nigeria. However, there is an adequate amount of empirical evidence in the current HR practices literature to anticipate a significant effect of job analysis on quality of service delivery. Research findings indicate how various organizations have achieved positive outcome upon applying the practice of job analysis. One imperative reason for exploring a significant association between job analysis and quality of service delivery is the innermost position that job analysis occupies in the HR practices.
Bohlander et al. (2009) argues that the definitive rationale of job analysis is to improve output of an employee or organization. No wonder Dibie (2014) and Clifford (1994) admonish that organizations admiring the importance of job analysis and regularly practicing conduct of job analysis have a better knowledge and understanding of their
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employees‟ and organizational strengths and weaknesses, accordingly a timely remedial action may be taken to improve their deficiency in culture, skills and abilities.
Conducting regular job analysis can assist an organization in establishing an appropriate infrastructure by determining the tasks to be performed as well as the deadlines for performing them thereby creating a framework for service delivery appraisal (Dibie, 2014). Regular practice of job analysis contributes to the public service delivery by enhancing a positive job attitude and dedication. In addition, job analysis is capable of identifying factors such as employees‟ motivation and job satisfaction. A normal review of job descriptions and service delivery standards by applying job analysis enormously help HR professionals and researchers to recognize and eradicate redundant job requirements and areas of divergence causing job frustration (see Monday, Noe &
Premeaux, ,2002; Gomez-Mejia, Balkin & Cardy, 2010).
According to Dessler (2011); Subramaniam et al. (2011); Collins & Druten (2003), researchers have produce compelling evidence for the causal link between how people are managed and service delivery. They argue that the effectiveness of human resource management practices, particularly job analysis (the matching model of HRM) often have a direct bearing on service quality. It has also been argued that, the result of effectively managing human resources is an enhanced ability to attract and retain qualified employees who are motivated to perform (Akhtar, Ali, Sadqat & Hafeez, 2011; Schuler
& Macmillan, 1984). To Hays, Keaney & Coggburn (2011); Klingner et al. (2010); the benefits of conducting proper job analysis includes having the right employees doing the
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right job, greater profitability, high product or service quality, lower production costs, and more rapid acceptance and implementation of corporate strategy.
Job analysis is essential to HR because it is the means for the development of all HR functions (Dibie et al., 2015; Dibie, 2014; Mapira et al., 2013; Brannick et al., 2012;
Bowen & Ostroff, 2003). As stated earlier, job analysis can serve as the basis for many HR functions. We conduct a job analysis so that we can understand what work related behaviors should be measured, and what criteria should be used in our hiring practices.
Also, job analysis gives much more information and can be used for other reasons as well. These include job descriptions, job specifications, job classifications, performance review, employee engagement, training and development (Dibie, 2014; Abeeha & Bariha, 2012; Aldamoe, Yazam & Ahmed, 2012; Brannick et al., 2012; Ash & Levine, 1980).
Benge in (Royer, 2010) states that as long as there is enough detail in the job analysis, it can be used for a wide variety of HR functions including merit ratings, recruitment and selection, training, incentive pay, improving work conditions, improving work methods, charting lines of responsibility, functions of jobs, and lines of promotion.