...ASSEMBLER NON-EXEMPT: Yes (Hourly) LABOR GRADE: 6 SHIFT: 1 LOCATION: Manufacturing Shop JOB CODE: SS003 DIVISION: Stearns EMPLOYEE REPORTS TO: Production Supervisor PREPARED BY: Human Resources DATE: 1/13/2010 __________________________________________________________________________________ SUMMARY: Performs repetitive work station or line assembly operations to assemble and adjust various styles of clutches or brakes QUALIFICATION REQUIREMENTS: To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Manual dexterity and good number recognition skills is required. Ability to use air tools, power tools and hand tools is required. Experience in assembly practices and procedures are preferred. ESSENTIAL DUTIES AND RESPONSIBILITIES The list is representative but not intended to be all inclusive. Other duties may be assigned. Assemble various types and styles of product from start to finish including special customer requirements Read Operating Manufacturing Sheets (OMS) or Instructions to assemble product Burnish and adjust completed units as required Electrically test completed units and inspect parts for quality Prepare units for shipping, including proper documentation, as required Train other employees when necessary. Perform above duties with minimum supervision TOOLS AND EQUIPMENT: Air tools, power tools, hand tools and electrical...
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...1.0. Job Analysis As like any other organization, Citycell also exist to accomplish its organizational goal and objective. Achievement of organizational goal requires collective efforts (work) of a number of employees rather than individual effort. The point at which work and worker come together is called job-it is the role played by worker. To staff the worker for accomplishing the goal, an organization needs to know a lot of information about the job. These are: * Information about duties and responsibilities of that job * The characteristics of people required to perform that job Information about jobs is obtained through a process called job analysis. Job analysis as a management technique and it was developed around 1900. It became one of the tools by which managers understood and directed organizations. Job analysis is the procedure for determining the duties and skills requirements of the job and the kind of person should be hired for it. This is the process of collecting and analyzing information. An important concept of Job Analysis is that the analysis is conducted of the Job, not on the person. Telecommunication industry is a dynamic industry. To stay in this industry and become competitive, Citycell also conduct job analysis on daily, quarterly and even yearly basis. As they are the only CDMA (Code Division Multiple Access) operator in Bangladesh, based on their sales growth, future focus etc. they frequently do job analysis. 1.1. Sample of a standard...
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...need to hire new employees. Selecting the wrong person could be a costly mistake when considering the amount of money involved in recruiting and training new employees. According to (Wienclaw, 2010), “the tools used to select new employees need to be demonstrably related to the job and must help the organization select those employees with the appropriate knowledge, skills, abilities, and other characteristics necessary for job success” (p. 1). To identify the recruitment and selection methods at Wal-Mart, a job description for a Senior Manager in Marketing-Promotions was selected from their website. This particular job description was selected because it includes position details, job duties, performance standards and job factors. In this paper, a concept map and associated discussion summarize the steps of the recruiting and selection process using the chosen job description. Dialogue surrounding performance standards and rationale for included components are offered as well. The recruitment process begins when Wal-Mart recognizes a human resource need within the company that is not being met by current employees. Once the position is determined to be necessary, upper management is able to conduct a job analysis...
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...Job Analysis The Samsung in Macau is not a big company with a few positions, so job analysis doesn’t take important part in their human resource department daily affair. The supervisor told us actually they seldom do job analysis because of no need if the company doesn’t make a big change. However, this Samsung company makes some changes last year. Before last year, their company salespersons didn’t have a satisfying performance because the sales manager is almost in charge of this part. Although the company ran well at most of times, sometimes they may meet problems especially when the sales manager was busy dealing with other affairs. Therefore the company decide to adjust and planned to define the salespersons’ duties and the evaluation criterion clearly for compensation. To conduct the job analysis, Samsung reviewed relevant background and select a sample of 5 to analyze the job. And after the analyzing, they confirmed those information with the sales manager, their direct supervisor to ensure it was correct. Similarity 1. Types of information The types of information they are trying to collect are all mentioned in textbook, for example, work activities, performance standards and human requirements 2. Uses The reason they conduct job analysis is also approximately same as what we learned as those following uses, recruitment and selection, performance appraisal, compensation and training. Differences We found two main differences through this...
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...recruitment and selection process 4 Step 1: Determine if there is a vacancy (Taylor 2005) 5 Step 2: Job analysis (Taylor 2005) 5 Step 3: Job description and person specification (Taylor 2005); 6 Step 4: Application form (Taylor 2005) 7 Step 5: Recruitment methods and media (Taylor 2005) 8 Step 6: Advertising (Taylor 2005) 9 Step 7: Selection methods (Taylor 2005) 9 Step 8: Appointment & induction (Taylor 2005) 11 III. Conclusion 12 IV. List of references 13 Annex 1: Sample of Call Center employee Job Description 14 Annex 2: Sample of Person Specification for Customer Contact Centre Agent 16 Annex 3: Online job advert sample 17 I. Introduction The purpose of this essay is to outline and explain the process of recruitment and selection for hiring 10 call centre employees in a newly formed customer services department in an IT medium-sized company. Specific recruitment and selection theory from different authors will be approached and linked to the relevant environment including call centres, medium-sized IT company and the UK recession context. The essay will take a look at the HR planning, labour turnover by different authors and will be linked to call centres as well as the current economic context. Then recruitment and selection stages to hire 10 employees in a call centre will be outlined and explained, detailing the job analysis, job description, person specification, competency frameworks,...
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... LESSON: 10 Job Evaluation Learning Objectives: 1. To know basic approach to Job Evaluation. 2. To importance of Job Evaluation and its effectiveness. 3. To know the important methods of Job Evaluation. Now friends we will discuss about how jobs used to be evaluated in an organization; if somebody having any idea about it please start explaining it; this can be explained in the following way. Job evaluation is the process of analyzing and assessing the various jobs systematically to ascertain their relative worth in an organization. Job is evaluated on the basis of their content and is placed in the order of their importance. It should be noted that in a job evaluation programme, the jobs are ranked and not the jobholders. Jobholders are rated through performance appraisal. “Job evaluation is a process of finding out the relative worth of a job as compared to other jobs” Now, who is going to explain the objectives of job evaluation? The following objectives are derived from the analysis of the above-mentioned definitions: 1) To gather data and information relating to job description, job specification and employee specifications for various jobs in an organization. 2) To compare the duties, responsibilities and demands of a job with that of other jobs. 3) To determine the hierarchy and place of various jobs in an organization. 4) To determine the ranks or grades of various jobs. 5) To ensure fair and equitable wages on the basis of relative worth or value of jobs. In other words...
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...Balsam Brands 1.) Tell me about yourself? * I oversee everything from the design, merchandising, production of the handbags * I maintain constant communication with vendors and overseas factories to make sure that everything is running smoothly. * I also manage detailed records of all merchandising and product development for each season * My hobbies include traveling, working out, and eating….im a big foodie…..last weekend I was fortunate enough to try the famous Ikes sandwich…. 2.) What transition or how did you hear about this job? * I really enjoy my current job because it allows me to utilize my creative talents to produce products from start to finish * So I am just in the transitional period and looking for jobs around the area. * When I found this position on LinkedIn, I was definitely excited that my skillsets and expertise match the job descriptions * I was also impressed with how the company is ranked at the top for the fastest growing private companies * As I did more research I noticed the great company culture. I was on the executive page of the website and as I scrolled through each picture I noticed a fun side of the employees. * I also noticed the company mission statement which is “people come first, success follows” * This definitely shows how friendly the company culture is. * I definitely want to work at a place where I could collaborate and learn from knowledgeable people like yourself...
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...Lakesha Eaton HRM-590 Professor Brett Gordon Job Analysis Literature Reviews March 19, 2015 Job Analysis and Job Description are closely interrelated. The information gathered on each job through job analysis is subsequently organized and compiled in a Job Description. The adequacy of the Job Description therefore depends heavily upon the extent of information obtained through Job Analysis. For the remainder of this paper I will focus on the process of job analysis by discussing the definition and literature reviews on this topic. "Job analysis is the process of defining the specific job duties, educational requirements, work experience, and skills to fulfill a vacant position." Job analysis provides information to organizations which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully. The first article I found on job analysis is by Chelan David, titled “ How Conducting a Job Analysis Improves Your Business Efficiency, Growth, and Innovation.” According to this author, “ conducting a job analysis is important because organizations are being asked to work leaner and more efficiently while developing growth and innovation.” It’s essential to be conscious of the significant responsibilities for each position...
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...Chapter 04 Job Analysis and Rewards Answer Key Changing Nature of Jobs True / False Questions 1. In most modern organizations, jobs are largely well established and change little over time. FALSE 2. Job analysis is the process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements. TRUE 3. Competency based job analysis seeks to identify and describe the specific tasks, KSAOs, and job context for a particular job. FALSE 4. The traditional way of designing a job is to identify and define its elements and tasks precisely and then incorporate them into a job description. TRUE 5. Traditional job design is marked by formal organization charts, clear and precise job descriptions and specifications, and well-defined relationships between jobs. TRUE 6. Changes to jobs have become so radical that the concept of "jobs" is no longer a useful concept in most organizations. FALSE 7. Advances in technology are one of the major reasons for changes in jobs. TRUE 8. A job family is a grouping of positions that are similar in their tasks and task dimensions. FALSE 9. The smallest unit into which work can be divided without analyzing separate motions, movements, and mental processes is called an element. TRUE 10. Many small-business owners, general managers of start-up strategic business units, and top management members perform flexible jobs that...
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.... Develop accurate job descriptions. Your first step is to make sure you have an effective job description for each position in your company. Your job descriptions should reflect careful thought as to the roles the individual will fill, the skill sets they'll need, the personality attributes that are important to completing their tasks, and any relevant experience that would differentiate one applicant from another. 2. Compile a "success profile." In addition to creating job descriptions, it's important to develop a "success profile" of the ideal employee for key positions in your company that are critical to the execution of your business plan. These might include such positions as team leaders, district managers and salespeople. For example, let's say you currently have 20 salespeople. Within that group, you have four that are top performers, 12 that are middle-of-the-road and four that aren't quite making the grade. If you could bump the number of folks in the top group from 20 percent to 33 percent, that could have a dramatic impact on your company's performance. To accomplish that goal, you need to profile everyone in the sales group to identify any skills and attributes that are common to the top group but missing from the other groups. Using this information, you'll be able to develop a profile to help you select the candidates most likely to succeed in that position. Remember, you can't tell if you've found a match if you're not matching candidates against a specific...
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... | | | | | | | |Job |4 | | |Analysis | | | |Lecture Outline | | | |Strategic Overview |In Brief: In this chapter, Dessler explains the uses of | | |The Nature of Job Analysis |job analysis information and carefully describes the | | |Uses of Job Analysis Information |methods of conducting a job analysis. The tasks of | | |Steps in Job Analysis |writing job descriptions and job specifications are also | | |Methods of Collecting Job Analysis Information |outlined. Finally, he discusses the trends of enlarging | | |The Interview |and...
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...task to do. There are many challenges that need to be addressed such as advertising for a replacement, interviewing many candidates, reviewing their qualifications, hiring and training. A thorough job analysis is needed to complete the process along with information about the different theories of human resources. It will be discussed in this research project, the measures used to hire, interview, train, and create a title for the replacement employee. This discussion will include the offering salary for the replacement, hiring requirements, training tools used, what is expected of the replacement and a performance evaluation to score the new employee. I do have an advantage in my favor from previously training new hires in the same department as me. Although I was not part of the hiring staff, knowing what was needed from the replacement having done the job for 5 years gave me a comfortable advantage. To begin the search for a replacement, a description is needed to clarify to the candidates who and what is needed to fill the position. Job descriptions are written statements that describe the duties, responsibilities, required qualifications, and reporting relationships of a particular job. Employee job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work...
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...Recruitment, selection and training Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. The advantages of internal recruitment are that: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'. 2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success 'on paper'. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential...
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...JOB ANALYSIS PRIME MANPOWER SUBMITTED BY: MACALALAD, MARY JOY C. SATUITO, KENNETH B. Company Profile Manpower Inc. (NYSE: MAN) is a world leader in the employment services industry; creating and delivering services that enable its clients to win in the changing world of work. Celebrating its 60th anniversary in 2008, the $21 billion company offers employers a range of services for the entire employment and business cycle including permanent, temporary and contract recruitment; employee assessment and selection; training; outplacement; outsourcing and consulting. Manpower’s worldwide network of 4,500 offices in 80 countries and territories enables the company to meet the needs of its 400,000 clients per year, including small and medium size enterprises in all industry sectors, as well as the world’s largest multinational corporations. The focus of Manpower’s work is on raising productivity through improved quality, efficiency and cost-reduction across their total workforce, enabling clients to concentrate on their core business activities. Manpower Inc. operates under five brands: Manpower, Manpower Professional, Elan, Jefferson Wells and Right Management. More information on Manpower Inc. is available at www.manpower.com. Address: 14/F Bankmer Building 6756 Ayala Avenue 1226 Makati City, Philippines The Manpower Network: 4,500 offices in 80 countries and territories Manpower and Manpower Professional collectively have 4,100 offices across...
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...designed to provide corporate therapy or as social health-and -happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. | Anyone can do HR. | HR activities are based on theory and research. HR professionals must master both theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance. | HR focuses on costs, which must be controlled. | HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs. | HR’s job is to be the policy police and the health-and-happiness patrol. | The HR function does not own compliance...
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