Competencies Job Analysis

Background to the study Organizations continuously change their processes and structures due to the dynamic forces In the environment (Beer, 1980). Such forces Include divestiture, changes in technology, working practices, employment legislation, and finale (Appear & Gondola, 1998). This transition often means change in employees mappings and relationships thus the sine qua non for systematic Job compend procedures such as competence abridgment to remove ambiguity and Improve role clarity In order of battle to ensure consistency with the new environment.Competence analysis is that part of job analysis that is concerned with functional and behavioural analysis to determine work- found competencies and establish behavioral dimensions that affect Job performance (Armstrong and Baron, 1995). It Is a human option wight that generates competence profiles that provide human resource baseline data which is use to design human resource instruments such as competence based Job descri ptions that enhance role clarity in organizations.The success of competence analysis depends on the role incumbents capacity to uncover acid association and role complexities and the analysts experience to gulled role incumbents in the process. This removes ambiguity, improves role clarity and enhances meditative learning leading to improved individual and organizational performance (Immune, emboss & Buoy, 2003). Many organizations in Uganda and most Sub-Sahara Africa lack this vital human resource tool to produce generic role definitions.This has resulted Into role ambiguity thence leading took related stress, Job dissatisfaction that reduces organizational commitment and productivity abstinently undermining the general individual and organizational performance (Immune et a/. , 2003). 1 The importance of Involving role Incumbents In profiling competencies was neglected In the Job analysis use carried out In 2003 by Uganda Telecoms Limited (TTL), this culminated into role ambig uity that has persisted to date.