Q The present case analysis reflects that Bethphage HR functionality is mainly involved in admin-istrative (transactional) Home, - HRMN 300 E121 Human Resource Management Reorganization at Bethphage Job analysis is a systematic procedure which determines the responsibilities and activities to be included, relevance with respect to other jobs, personal qualifications, conditional resources re-quired, and the corresponding pay scale (Ma, 2016). Job analysis is considered to be the founda-tion of HRM functionality because, here the scrutinyaddresses the job and its responsibilities, but not on the person doing the job. The typical process and product include: • Drafting the description and specification for managerial review. • Seeking advice from outside sources for risk analysis. • Identifying the required knowledge, skills, and abilities. • Financial budgeting and impact analysis. • Review of working condition and resources required. • Grouping jobs with related functions, acting as expert in the panel, and supervision as re-quired. • Periodically revising the job specifications and managerial input. Impact analysis on five basic HR functions (Tracey, 2016) at Bethphage: • Job description and specification- Will be clear and explicit. • Selection assessment- Clear limitation of skills, experience, and educational background will make the process less complex. • Resource management- Estimate of availability and requirement for procurement will be clear. • Pay scale decisions- Market analysis and worth analysis will put foundation for motiva-tional strategies to retain employees. • Training and development - Particular area will be clear and investment for such event will be more effective. Strength Senior manager and chief HR officer have optimum competency to manage the job analysis process. Timely revision strengthen the analysis. Appropriate framework developed for annual revision of job responsibilities and compensation structure. Weakness Large pool of job description can delay the overall process. Responsibility of report analysis is limited to senior officials, which may leads to overburden. Coordination with functional units in different countries may cause risk of data loss. Opportunity Can establish a competitive advantage. Appropriate job analysis leads to accurate strategic planning and decision-making process. Threat Lack of timely revision, might lead to poor functioning of HR department. Discussion of five essential factors (Bratton & Gold, 2017): • The large size of organization can cause difficulty focusing on individuals’ skills and competencies. The interview procedure should be faster, less expensive, and comprehen-sive. • There are a limited number of managers and high-level officials available to review the information of job analysis on periodic basis. Outsourcing the review process is associated with risk. • Using internet-based tools and IT software will be helpful in processing of the informa-tion and timely review. • The case analysis must also include a framework for risk mitigation strategy, in conjunc-tion to management quality, requirement based system, and departmental coordination. • The present case also lack support and decisions from external institution. The external agency must also be included in review of the job analysis, which in turn can minimize risk associated with future HR functionalities. The present case analysis reflects that Bethphage HR functionality is mainly involved in admin-istrative (transactional) activities such as recruitment, selection, procurement, and retention. However, in the present competitive business world, the HR activities must be comprehensive, proactive, future visionary, and strategic; which is transformational. For example, the HR must implement talent management procedure, which is another holistic and comprehensive substitute for recruitment and retention process (Tracey, 2016). Within the scope of transformational HR activities, the employees will be offered opportunities to create innovation, adopt technological solutions, and remain resourceful for the improvement in the organizational practices. The prime reason for grumbling is the length of questionnaire. According to Høffding (2016), shorter length of questionnaire is likely to achieve higher response rate; while the lengthier ques-tionnaire is evidenced to get less empirical value from the responders. The lengthier questionnaire can often leads to overburden over the employees. As a result of which, poor response might have been obtained by the employees in order to finish the task within time. This might lead to a concern of obtaining inappropriate response, which in turn can affect the subsequent procedures that are dependent on the information obtained with the job analysis procedure (Høffding&Martiny, 2016). To achieve quality information relevant for decision-making process, closed-ended ques-tions could have included which offer an easy way to respond as well as will be straightforward for classification and making analysis from the obtained information. Also, the answer options for each question should be exhaustive add multiple choice type. Hypothetical questions must be, avoided, as they force the employees to imagine scenario which might be clueless. Using open-ended question should in general be avoided and must the included after an introductory Yes/No or multiple choice question (Høffding&Martiny, 2016). Specific HR benefits that can be expected include competent employee, effective management of job responsibility sharing, timely completion of projects, and control on the employee turnover. Effectiveness and efficiency of HR roles (Ulrich &Dulebohn, 2015; Nankervis, 2016): Tactical - The outcome of job analysis is used to list information useful for tracking employees via human resource information system, such as job codes, pay grade, and employment opportu-nity commission. Administrative - The job analysis also provide information of the available resources, neces-sary procurement measures, and review of other specific descriptors such as training, selection criteria, competitive pay scale, and responsibility sharing as required for performing the job. Operational - It also includes the essential duties, skills and experience as required, and approval component related to the job. With the establishment of similarities and differences between other related jobs, the process provide information about equity, worth of job, and market signi-ficance of the job positioning. Strategic - Can particularly seek educational qualification, experience, communication skills, decision making skills, and ability to solve complex business problems; in an employee. Advocacy - With the information from job analysis, the activities associated with the job position also specifies the requirement related to career planner, training, and opportunities for com-petency development can be planned by the HR. Mobile recruitment which involves event for virtual tour of the organization, pilot project test-ing, competitive events to access performativity of candidates according to the organizational requirement. Ranking by effectiveness and efficiency (1-6 points, 1-least recommended & 6-most recom-mended): Method Efficiency Effectiveness Inclusive job advertisement 6 5 Online recruitment 5 6 Referral system 4 4 Third-party recruitment 3 3 Passive candidate 2 2 Mobile recruitment 1 1 Recommended recruitment methods are (Hassan, 2016; Nankervis, 2016): Inclusive job advertisement, which attracts candidates according to qualification and skills. This uses the basic mechanism of interview, performance, and review of skills for selection and recruitment. Online recruitment using web and social media. Uses applicant tracking system and perform interview via video. Referral system in which the internal employees will refer candidates for the job position. Re-quired effective referral program for seeking appropriate and suitable candidates. Third-party recruitment which uses external agency or freelancer to perform interview and evaluation criteria suitable according to the job position. Passive candidate selection in which professional network of candidates are mainly used for contacting, confirming availability, and fixing interview schedule.