Strategic job analysis

A punch press operator is a person who attends to the punch press machine. This is a machine that punches holes on hardboard panels. These are used to make pegboard panels. This is a position that also requires the person to go through the work schedules and then allocate production information in form of quantity, type and size of panels that are going to be processed. It requires pressing of buttons to start machines (Bray et al, 1991). A punch press operator observes the machine as it operates so that he can detect machine malfunction. Any detected problem is supposed to be reported to the supervisor like when the punch dies requires to be changed. It is the duty of the operator to lubricate various machine sections using oilcan and grease gun. The specific person must be capable of performing non-routine set-up with minimal supervision in addition to bearing strong knowledge on safe practices and use of judgment. This is a person who is supposed to have the capability to perform his duties independently and work extended hours. Being able to work in a team is requisite.

There are different kinds of intrinsic rewards that can be given to a punch press operator. One of them is autonomy. It's good to give the machine operator enough autonomy so that he can perform his job independently. This gives him that urge from within himself to carry out his duties as he knows that nobody is going to tell him what is supposed to do and when. When there are no deadlines on when he is supposed to perform his duties, a sense of autonomy is created and he thus knows nobody will ask him whether he is through or what and how he is supposed to do it. Another intrinsic reward for this position is responsibility. There are several responsibilities that are only meant for the machine operator. For example, lubricating the specific sections of the machines should be meant for him only. By having him knowing that he has a unique responsibility of checking machine malfunctions and he is the only one who can be questioned, this creates a sense within himself to perform his responsibilities without being followed. Praising the machine operator is a good intrinsic motivation. It's good to praise him in presence of others for his performance and this will make him to work hard to maintain it. Challenging tasks are also important (Alexandrou, 2010). This makes the operator to work harder even if he is not receiving external rewards. Extrinsic rewards are tangible. The machine operator may be given a private office space. He will feel that he is also respected just like his top managers in the company. Fringe benefits and security of the job are other good examples that he can be rewarded with. Making sure that he is insured against any on-the-job injuries will make him more comfortable in the job.

This position can be made more rewarding to employees by using two recommendations. One, payment should be made based on performance. The more he performs in a single month the more he will receive and this makes the employee to always be motivated to have greater output. Two, there are other several fringe benefits that are supposed to be included in this position. For example, bonuses should be added in spite of having a competitive base salary. For those who perform well in a given trading period and they have stayed in the company for a given period of time, they are supposed to be promoted. Thus several job positions for such employees should be made available (Bray et al, 1991).

Boudreaux Gasket Company is a family owned business. There are several job positions but majority of them are for operating punch presses. A plan to conduct the job analysis for the company first requires identification of all the jobs in the company that are going to be analyzed. In this case, the jobs to be analyzed are primarily for operating punch presses. After jobs identification, methods of collecting data are determined. The data to be collected is on the number of positions to be filled in Boudreaux Gasket Company. All the positions must be indicated the department under which they fall. Previous remunerations and the offers to be made to the recruits must also be collected. The main method that is going to be used in collecting data is structured questionnaire (Alexandrou, 2010). This is a questionnaire that is going to carry the information input required for each position. The mental processes, relationships with others in different job positions, work output, other job characteristics and job context are also going to be thoroughly assessed in the questionnaire. It is in this questionnaire where all relevant characteristics that are related to the job are going to be related to the job holder characteristics (level of education, experience and others). This is in contrast to relating to only the duties described in the job or purely the job tasks (Bray et al, 1991).

Implementation of the job analysis method is the next step in the plan. The main method here is structured questionnaire. Thus, this calls fro the application of the method in analyzing the jobs so that all needed information is collected. This is going to be followed by reviewing of data collected. This is important so that any changes can be made to end up with rich data on the job positions and employee characteristics. The last bit in this plan is to summarize and then document all the reviewed data. I would conduct job analysis for Boudreaux Gasket Company using this method because it's possible to come up with estimates of job requirements for perceptual, mental, physical and psychomotor abilities. Again, by using a structured questionnaire, I will be able to create estimates of the job requirements for given personality characteristics as I am going to interview different individuals.


Bray D. W, Steffy, B. D. & Jones, J. W. (1991). Applying psychology in business: the handbook for managers and human resource professionals, Virginia: Lexington Books.

Alexandrou, M. (2010). Employee Motivation. Retrieved from

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