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Questions on job analysis Techniques
Job-oriented job analysis is a technique used to investigate a certain job on the basis of the activities or tasks to be carried out on the job. The knowledge about the job of Marketing manager as in the case of Jay marketing, help in making comparisons with other jobs in the competitive market. It may also help the company to evaluate job internal performance over the past years. For instance, if Jay Marketers has been experiencing poor performance over the past years, it may be so because the incumbent jobholder has not performed effectively on the following;
- Research and implement effective marketing strategies and best practices.
- Liaison between clients and Jay Marketing.
- Interaction with brand managers to ensure a consistent brand experience.
- Utilizing market research metrics as a measure of success and placement.
- Oversee market research and focus groups.
- Select and partner with various brands to conduct marketing tie-ins.
- Take a proactive approach to problem-solving, and provide leadership in resolving issues within the marketing department.
Human resource Manager Questionnaire
This method of carrying an investigation on a particular job focuses much on a persons experience, talent, and qualification needed to do the job. Through this system, Jay marketing might have felt the need to look for a candidate with the following qualifications:
- Experience in marketing required, leadership experience a plus
- Exceptional consulting and account management skills required
- Statistical knowledge preferred
- Excellent interpersonal and communication skills
- Exceptional organizational skills
- Exemplifies the values of Jay Marketing
Job analysis interview
This job analysis will still be needed in this company for a number of reasons. First, by its exact nature, this method works well with the activities that inherently require mental efforts. Besides that, activities that may go unobserved over a given year are easily detectable under this method. Secondly, the company will still need this method to carry out comparisons of the data collected between time intervals. This can be done by reviewing the job analysis findings of the incumbent and the immediate Manager.
Task Inventory Exercise
Hartley (2004) stated that conducting job analysis for every given company has both merits and demerits. On one hand, job analysis is crucial in that it helps in the evaluation of the performance of the people working in that company. It will also help the company to comprehend the analyzed job in terms of results and the methods used to achieve those results. The information received as a result of job analysis; helps the management to make some hugely vital organizational decisions. This will help improve the competitiveness of Jay marketing in the Market. On the other hand, job analysis may be expensive for a company to conduct from time to time. For instance, the process of collecting analyzing, and presenting data requires resources for it to be conducted successfully. The accuracy of the information collected may also be manipulated; this is because the person providing the information may not tell the truth, hence lack of detailed information on that job (Brannick and Levine, 2002).
Human resource manager
Questionnaire
- What is the minimum level of education an applicant must have achieved to apply for this job?
- What is the level of experience needed to occupy your present position?
- How long can it take to train a person to fill your job?
- There are special skills needed for this job, arent there? If yes, what are they?
- To how many officers are you answerable?
- How long have you been holding this position?
- What are the tasks and responsibilities carried out in this position?
- Describe some of the problems encountered in your job and how you solve them
- Are any officers answerable to you?
- What level of complexity do you encounter in carrying out your responsibilities?
Job analysis interview
After completion of the above questionnaire and a review of human resource documents and related materials carried out, the following came up clearly as the job description for a human resource manager.
Educational level and experience
- B.A or B. Com degree, human resource option
- CPA/ACCA qualifications
- Experience in Human Resource Management
- Knowledge in statistics and data analysis techniques
- Minimum of 5 years working experience
- Skills and abilities
- Interpersonal and strong communication skills
- Critical and creative thinker
- Exceptional managerial and leadership skills
- Ability to influence people positively
- A strong team player
Responsibilities
- Providing rules and regulations that govern the employees
- Developing the human resource information system
- Recruit and select employees
- Develop the employee training programs
- Provide benefits and compensation to employees
- Set out employee relations at the workplace
Discussion
An I/O psychologist, in this case, will use the findings from the job analyzed to evaluate the companys performance discourse, thereafter devise gauging machines for each of the stages of production for this job. They will assist in providing effective training for the personnel on how they can use the appraisal machinery of the performance. This will ensure that the trainees have achieved the needed skills and therefore, can discharge the assigned duty as per the standard. The training includes things like, how he can use the rating techniques of performance with minimal bias and, also to liaise with the company on how to develop the management undertaking using the performance evaluation. The I/O can work with this information to verify the problems each part of the task encounters and, make necessary rectifications wherever necessary. They also carry out an impersonal assessment to establish differences that are common among employees themselves.
References
Brannick, M., and Levine, E. (2002). Job Analysis: Methods, Research and Applications for Human Resource Management in the New Millennium. Thousand Oaks, CA: Sage Publishers.
Hartley, D. (2004). Job Analysis at the Speed of Reality, Training and Development, 2004, pp. 20-22.
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