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CITE PROPERLY! CITE YOUR WORK PROPERLY! MAKE SURE YOUR REFERENCES ARE IN ACCORDANCE WITH YOUR CITED WORK!!!!!
1.) REWORD THE REFERENCES INTO YOU OWN.
2.) CITE PROPERLY
3.) DO THE REFERENCES CORRECTLY
4) ANSWER THESE QUESTIONS WITH THE FOLLOWING SCENERIO:
You have been in your role as Human Resources Manager of Acme Manufacturing for six months now. The employee hostilities that existed when you started your job have resolved and the shift workers are back on track, so much so that there has not been a single news article written about the company since your arrival. Leadership of the company has noticed this, too, and the CEO has called you to her office for a meeting.
The CEO explained that the company does not have a compensation structure for the non-represented management employees and needs to have the full gamut of HR activities performed to get this developed and approved by the board during its upcoming meeting in two months. She handed you a report from an external consultant to the Board's Compensation Committee outlining the elements needed:
- 1) Develop, analyze, and explain requirements that could be used in the personnel selection process for management positions in the company
- 2)Determine and explain the specific methods by which job analysis, job design, position description, and specification for management positions are prepared; and
- 3)Explain and evaluate the relative worth of management jobs at the company and determine a compensation structure to assist retention and career management of this important element of the company's human resources.
Prepare an 8-10 page report for the CEO that responds to the three requirements listed above. The report will be used with the Board of Directors so it must be formatted professionally and cite any references used in proper APA format.
Running head: Management Position Report 1|Page Student?s Name:
Date: Running head: Management Position Report 2|Page Requirements used in the Personnel Selection Process for Management Positions
Requirement 1: Develop Position Description
A position description is the key part of a successful recruitment process for
management position. It is used to structure interview questions, interview evaluations and
reference check questions. A good-written position description: Offers a first impression of the campus to the candidate Clearly articulates duties and qualifications to get the best required candidates Offers chance to clearly articulate the value proposition for the duty acts as documentation to assist prevent, or defend against, discrimination complaints by
offering written evidence that employment decisions were based on rational business
requirements 3. Essential Job Functions
Important job functions describe the roles and responsibilities of a management position.
A job function is viewed as important when the performance of the function is the reason for the
position. Typically, an important function occupies a significant amount of time of the staff?s
time and needs specialized skills to perform. By correctly describing the essential functions of
the job, job applicants will have a proper understanding of the duties and your expectations for
performing them. Running head: Management Position Report 3|Page When developing important functions for the management position the following should be
taken into consideration: Functions of the job which are important for for the position are arranged by importance
and percentage of time spent Complexities level and power for the role ought to be described to assist attract the right
level of qualified candidates. 4. Minimum Requirements
The minimum requirements or ?basic qualifications? are those qualifications or criteria
which was developed earlier and advertised to potential applicants:
o Business Related Correct: 5+ years of experience in Human resource management Incorrect: Should have experience with volunteering for Habitat for
Humanity The minimum requirements should support the completion of the important function. For
example, the important function of event planning could require:
o Company?s skills (to ensure all details are taken care of)
o Communication skills (to interact with vendors and visitors) Running head: Management Position Report 4|Page o Prior event planning experience
Listing too many skills as requirements significantly reduces the company?s applicant
pool and selection. It is recommended no more than 3-5 ?hard? job skills (e.g., Bachelor?s
degree, 5 years accounting experience, experience in accessing and getting information from
financial systems using PC based tools and other ?technical job skills?) in addition to the ?soft
skills? be listed for the level of management position.
Requirement 2: Identify Vacancy and Evaluate Need
Recruitments offer opportunities to companies to align employee skill sets to initiatives
and goals, and for departmental and individual growth. Proper planning and evaluation of the
need will result to hiring the right manager for the role and team.
Newly Created Position
When it is determined a new position is required, it is important to: Understand and take into account strategic goals for the company. Are there any
upcoming changes that may affect this role? Carry out a quick analysis of UC Core Competencies. Are there any gaps? What major
skills are missing from the department? Evaluate the major skills needed now and those
which may be needed later. Requirement 3: Develop Recruitment Plan Running head: Management Position Report 5|Page Every position needs documented Recruitment Plan which is authorized by the company
unit. A carefully structured recruitment plan spells the strategy for attracting and hiring the best
qualified applicant and assists to ensure a candidate pool which includes women and
underrepresented groups including veterans and persons with disabilities.
In addition to the position?s placement objectives the plan includes advertising channels to
be used to get those objectives. The recruitment plan is generally made by the hiring manager in
collaboration with the Departmental HR Coordinator. Placement objectives identified are shown
on the position requisition.
Job Analysis Methods
When the observation method is applied in job analysis, a manager or job analyst
observes the persons performing the job and records information to describe the tasks and duties
performed. Observation can be continuous or based on intermittent sampling.
Application of the observation method is less because many jobs do not have complete
and easily observed job duties. Thus, observation can be more important for repetitive jobs and
in line with other methods. Managers or job analysts using other methods can watch parts of a
job being performed to achieve a general familiarity with the job and the rules under which it is
carried out. Many observations on majority occasions also will assist them use some of the other
job analysis methods properly. Interviewing
The interview method of collecting data requires that a manager or HR specialist goes to Running head: Management Position Report 6|Page each job site and talk with the staff performing each job. A standardized interview form is usually
used to write down the data. More often, both the staff and the employee?s supervisor are
required to be interviewed to achieve a complete understanding of the job.
The interview method is sometimes takes a lot of time, especially if the interviewer
speaks with two or three workers doing each job. Professional and managerial jobs always are
more complex to analyze and usually needs longer interviews. For these reasons, combining the
interview with one of the other methods is recommended for management position. Critical Incident Technique
The critical incident technique includes observation and writing down examples of
specifically impacting or ineffective characters. Behaviors are judged to be "effective" or
"ineffective" in terms of outcome produced by the behavior.
The following information should be written for each "critical incident" of behavior: (1)
what led up to the incident and the scenario in which it happened; (2) exactly what the staff did
that was specifically effective or ineffective; (3) the presumed consequences or outcomes of the
behavior; and (4) a judgment as to the level of control a staff had over the outcome his or her
Job Designing Methods
1. Job Rotation:
It is one of the methods of job design which is a solution to the problem of boredom.
Job rotation means the shifting of a staff from one job to another without any adjustments in the
job. With job rotation, a given worker performs different jobs but, more or less, jobs of similar. Running head: Management Position Report 7|Page The merits of job rotation are?it relieves the worker from the boredom and monotony of
executing a single duty.
2. Job Simplification:
Here the jobs are simplified or specialized. A given job is split down into small subparts and each part is given to one person.
Job simplification involves (i) Mechanical processing of work; (ii) Repetitive work process
(assembly lines); (iii) Working on only one area of a product.
3. Job Enlargement
It is the process of adding the scope of a job by increasing more duties to it. The related
duties are put together. Job enlargement includes increasing the number of duties given to a
particular job. Adding more roles to a job does not imply that new skill and abilities are required
to execute it. There is only a horizontal expansion.
4. Job Enrichment:
It includes designing a job in such a way that it offers the employees bigger autonomy
for planning and controlling his performance. It seeks to improve tasks, efficiency and human
satisfaction by developing into people?s jobs, greater scope for personal gain and recognition,
more challenging and responsible task and more chances for people?s advancement.
Job description methods Running head: Management Position Report 8|Page 1. Job title
The first fundamental element of the job description is the job title. A good job title will include
the following qualities: It accurately shows the nature of the job and the tasks being done It indicates its ranking order with other jobs in the company It does not exaggerate the significance of the role It is free of gender or age implications An example of a good job title is ?Parking Inspector?. An example of a bad job title for
the same position would be ?Council Enforcement Officer?. This title gives you no indication of
what is being enforced. In this case, the word ?parking? would be a mandatory requirement in the
The job description should have a list of the roles and responsibilities associated with
the duty, along with the amount of time expected to be allocated to every task.
This should be represented as a percentage (i.e. filing 20%, data entry 40% etc). Descriptions of
duties should be no more than two or three sentences in length and should be outcome-based;
containing an action, an object and a reason (eg ?compiles monthly reports to give room for
monitoring of the department?s budget?). Running head: Management Position Report 9|Page 3. Skills and competencies
Skills and competencies should be recorded differently from one another, as they are two
quite different things. Skills are roles the candidate can do based on what they have learned in
the past, or from qualifications they have achieved.
Competencies are the traits or attributes you anticipate the applicants to show in the duty. An
example of a skill is the ability to give proper presentations. It is a skill that can be learned
through study and practice.
It is significant to incorporate reporting lines and working relationships in your job
Reporting lines clarify the duties of the position by indicating who the candidate reports to and
who reports to them. This is critical, not only in connection to compliance issues, but also to
offer the applicant an insight into the hierarchical structure of the company and how their
position fits into it.
Working relationships are the people and departments the position requires the
candidate to work closely with. It is a good idea to give an indication of the size of such
departments and the extent of interaction.
5. Salary Running head: Management Position Report 10 | P a g e Rather than allocating a particular pay to the management position, work out a salary
range to incorporate in the job description that is competitive with the same positions in other
companies and give room for variations in education and experience.
Obviously, this would need to be updated from time to time, in line with changing pay scales.
The Process of establishing pay structure consists of five steps and it will also take care
of external, internal and procedural equity.
Conduct a salary survey of what other employers are paying for comparable jobs (to
ensure external equity)
It is not easy to come up with pay rates if you are not sure what companies are paying,
so salary surveys ? surveys of what others are enumerating ? play a major part in designing pay
structure for the company.
Salary survey aimed at determining prevailing specific salary rates for specific job.
Employer can use salary survey data to price or rate benchmark jobs. Benchmark jobs are the
anchor jobs around which they slot their other jobs, based on each job?s relative worth to the
Relative Worth of Management Jobs
Job Evaluations Running head: Management Position Report 11 | P a g e Job Evaluations is meant at determining a job?s relative worth. It is a formal and
procedural comparison of jobs to show the worth of one job relative to another, and eventually
outcome in a wage or salary structure.
The basic principal of job evaluation is: Jobs that needs greater qualifications, more duties, and
more complex job roles should be remunerated highly than jobs with lesser roles. Running head: Management Position Report 12 | P a g e
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