Job design, organizational design, recruiting and selecting, and training and performance appraisals are all responsibilities of my new position as the new District Manager. A district manager oversees all of the stores in the district. Job design, organizational design, recruiting and selection, training and performance appraisals are all to be considered. All functions are key factors in managing the entire district of Dunkin Donut stores. This paper will describe the job function of a district manager at Dunkin Donuts. There will be a description of job design, organizational design, recruiting and selection, and training and performance appraisals. The job design process is crucial as it can play a big factor in employee performance. …show more content…
A solid and effective recruiting and selection process improves your chances of hiring the right person for the right job and more effectively identifies individuals who will fit best into your organizational structure.(Burley, 2014) Finding the right candidate can make or break a company. When recruiting a candidate for a position, as district manager I will be looking for a person who has the qualities to help to make Dunkin Donuts a successful organization. The plan I have is to understand the positions in which I am hiring for and what makes and person qualified for the position. Only after a thorough job analysis can a quality job description be created for use in recruiting and selecting the proper individuals. (Minnick, Baack, & Reilly 2011). While screening resumes I will pay close attention to the type of experience that each person has. After the resumes are screened, I will conduct interviews from the chosen resumes. I will hire according the necessities of the stores. I plan to place the appropriate employees in the right areas within the organization. Job analysis is a vital first step in the design of an organization. (Minnick, Baack, & Reilly 2011) Any job title in which I choose that needs to be filled, it has to be in the necessity of the organization. I plan to analyze the organization and choose what jobs need to be filled. Next, the jobs need to match the donut …show more content…
Training and performance appraisals are both another important aspect of becoming the district manager. There are many different types of appraisals that can be used. Objective, subjective, informal, self, and behavioral are all types of appraisals that can be used. Appraisals are done so that employees are able to see how they are doing as far as the objectives and standards of the positon in which they are occupying. Performance appraisals are for employees to see how they are performing on the job and whether or not they are meeting the standards. Objective appraisals go according to the amount of product is being sold by that particular employee. Subjective appraisals are more of what the mangers think about the employee. It usually comes from their observation. Behavioral appraisals are usually just that, it focuses on punctuality, behavior, and or
The primary reason an organization will perform a job analysis is to ensure the selection procedures they use to choose between job applicants are valid and defensible per (AUTOGOJA, n.d.), in addition to the following: Workforce planning -An effective job analysis can work in tandem with an organization’s future-casting. By identifying the duties and KSAPCs for various job titles, HR professionals can match the needs of their organization with the talent of their current and future workforce. Succession planning - A strategy of workforce planning, HR professionals can use job analysis results to help fill key roles within their organization, now and in the future. Training - By basing training procedures on the findings of a job analysis,
HRM500 Week 6 Assignment 10 HRM500 week 6 Assignment Name Course University 8/9/2014 Organizational Structure Job analysis is the requirement of every company to make sure that the jobs being offered by them are properly detailed. It is also performed by the potential employees of a company to make sure that the company fits their work requirements. Job analysis can be done by either observing the process of the job or by reading about it from its description to know how it will work. Job analysis by observation is better than just reading about it as it leads to better understanding of the job (Bititci & MacBryde, 2002). However, job description is mostly used by people to get information about the job they are applying for or
Singh (2008) described job analysis as the work of re-defining job to include work done by, or the role of a single individual, as well as teams interchangeably termed over work-analysis and role-analysis. The need to implement a strategic job analysis is imperative since for most job analysts it usually takes a large amount of time to prepare one (Schneider & Konz, 1989; Dierdorff & Wilson, 2003). Furthermore, a strategic job analysis is necessary in order to meaningfully tackle the emerging needs of the current organization so that it can be a valuable informational tool that functions in human resource management (Singh, 2008). In this case, an outdated competency model for design engineering roles needs to be updated. Job analysis is necessary and comes with four acceptable job analyses such that (1) use several up-to-date sources, (2) be conducted by experts, (3) use a large number of job incumbents, and (4) cover the entire range of worker activities and qualifications (Sparks, 1988; Thompson & Thompson, 1982)....
Performance Management Within the Workplace The basis of the mainstream of performance appraisals within the modern workplace is one person (a manager or executive) rating one more, an intrinsically individual process. There are distinction such as 360 degree appraisals that include the judgment of others such as clientele and peers/colleagues in the process but it is the action of one person transitory judgment upon another that is subjective in nature and the root cause of many of the problems encountered in the research associated with performance appraisals. Performance appraisals are of importance to the organisation, as they often provide the only measure of an individual's contribution and as such the means for identifying either over or under achievement. This information identifies strengths and weaknesses among employees, locating areas for necessary training and development and helps employers implement appropriate reward policies designed to improve the performance of the employees and (as a consequence) the employer (Burns 1996, p.166).
Recruiting the perfect candidate will take consideration from current higher supervisors and leaders. To become a successful business, you must train your employees and to make sure you keep ongoing training available. Training is the most important keys to success. In order to keep morale up, you must motivate your employee’s by giving recognition for their hard work and dedication. Dunkin’ Donuts is the world’s leading coffee and baked good’s chain and serves more than 3 million customers per day (Dunkin Donuts,
In other words, this process is meant to explain what are some of the qualities needed to complete a specified position, and what are the precise duties included in that position. When it comes to job analysis, there are two key styles that can be selected. The first, job-oriented approach, seeks to present knowledge concerning the feature of the job itself, and what kind of duty is connected with it. The second approach,
a. Job design is specification of job features, primarily the duties, the quantity of work expected, and the level of responsibility. A job analysis is a systematic process of collecting data for determining the knowledge, skills, and abilities required to perform a job successfully and to make numerous judgements about it. Simply put, with job design you are designing a new job position vs. job analysis you are evaluating an existing position.
As previously mentioned, understanding the duties of a specific job is done through the performance of a job analysis, the process designed to describe specific jobs (e.g. duties, work requirements (KSAs), and at times job context (environment), of each job or position with a firm (Aguinis. 2013.p40). Job analysis is an important tool in human resource management (HRM) and in the performance management process, as the information gathered is used for staffing, training, performance management, and many other activities (Aguinis, Maxurkiewicz, and Heggestad. 2009). Said analysis can be conducted by performing job observations (watching an incumbent do their job), questionnaires (developing a common list of task and asking employees to complete it and provide the extent by which the tasks are performed), or interview (asking the incumbent to describe the job responsibilities from start to finish). The information gathered from the analysis is used to write formal job description. Having a job description is a key prerequisite, as it establishes the criteria used to measure performance.
Unfortunately, the development of screening tools in the selection process is not valued enough in many companies. The main goal is the selection process is to hire the best candidate that fits the job duty and or culture of the company. It is extremely important companies make the right use of selection tolls and develop them effectively.
The selection process for hiring new workforce or employees is not an easy one. There are many questions that come afloat when thinking about whether to hire someone. Selection procedures are created to ensure that the right people are selected for the position and all requirements are met. As the years have progressed the different laws governing workforce selection have changed with different legislative acts in favor of both the employee and employer.
Here are some key points and ideas about exercises we could do in class. PLease contact me if you have any questions. I think we could have the speaker and do the mock interview I suggested toward the end of this e-mail. Shana Cohn CLASS DESIGN Important points, class discussion questions and activities. Part I Job Analysis defined: Identifying lists of activities or tasks associated with the job. Determining the skills needed to perform the job successfully. A well-designed job analysis can help to create a work environment where expectations are clear and future problems can be alleviated through communication. Some detailed benefits of job analysis include: 1. It provides uniform guidelines for dealing with employment selection, compensation, performance standards, and the skills needed for any given position. 2. It lays a foundation for gaining a competitive advantage by identifying training needs for the incumbent employee or an employee entering into the organization. 3. A successful job analysis draws clear boundaries between the employer and employee regarding qualifications, job responsibilities, lines of authority, and ways of preventing or dealing with grievances. 4. It allows employers to hire qualified candidates by linking applicants' skills to the job analysis. Employers can also prove that their requirements for selection are related to the job. The ADA defines a qualified applicant as "one who can perform the essential functions of the job." A job analysis provides the employer with justification of why they chose a particular applicant. Other areas to note: 1. The most common reason for a job analysis is to gather information for job descriptions. The job description should focus on results and outcomes instead of how to accomplish the job, because each person attains results in a different fashion. 2. Preparation for the future is key to dealing with a changing workplace. The job analysis should integrate issues the organization may confront in the future, such as turnover and technology advances that could change its structure. 3. Forecasting HR needs is critical to the success of the organization. These should be assessed with past trends, evaluating the skills of incumbent positions, and being aware of changing skills and requirements. Some questions/activities regarding job analysis: A class activity would be a case study that involves a new person hired into an organization where a job analysis is not utilized. The following questions serve as a guideline for the types of issues that could arise without a clear job analysis.
The process of competency based selection and recruitment involves job anylysis, interviewing, testing and selecting the applicant. In the event that an interviewer is unfamiliar with the job opening, out of date job description in unavailable or documentations is needed for the interview process, a job analysis can be conducted. The importance of job analysis in employment interviewing has long been recognized from the standpoint of Human Resources Management. (EEOC, 1978) state there is a legal basis to job analysis. The EEOC require that job analysis be performed as part of the development, application and validation of employee selections procedures. Job analysis should be conducted prior to the applicant interview. Information from the job analysis such as the job description should be used to develop interview question and a scale for rating.
...n process is very important for an organization to hire new members, as employees need to select the right person to do the right job. Therefore, employees need to read through applicant’s document and qualifications, hence organize an interview to be more close with the applicant, to know more about the applicants, see if they are suitable for the job position. Selection process can help the employees not to make wrong decisions, this is a good opportunities to assess skills, aptitude and abilities. (John, 2007)
A job analysis is the procedure used to gather information about the duties, responsibilities, necessary skills, results, and work environment of a specific job. Determination of the precise attributes of a job or position through detailed observation and basic examination of the sequential activities, facilities required, conditions of work, and the qualifications required in a worker generally as a preparatory step toward a job description.
...organizational annual pay and grading reviews, Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning - for individuals, crucial jobs, and for the organization as a whole. Performance appraisals are important for staff motivation, attitude and behavior development, communicating and aligning individual and organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development.