Abstract
Qualified employees are crucial to any organization’s success and achievement of goals. The management of the organization therefore has the task of hiring qualified workers only. This task is not easy because it involves in-depth scrutiny of the job applicant’s skills as well as professional qualifications. Personal attributes of the applicant are also a factor that should be put into consideration. This paper will look at the job analysis for the position of a store manager at HP.
Job Analysis
Job analysis of the position of a store keeper at HP will ensure that the company hires the most qualified and most suitable person to fill the position. This is because the job analysis will identify key features that the company is looking for in the person who is to take the position.
First and foremost, the Human Resource Manager at HP should compile a list of the skills, professional qualifications and personal attributes that are necessary for smooth running of the store. This can be done by referring to the traits of former store managers who did a great work in managing the store. This is advisable because such a criterion will guarantee the company a continuation of the quality work that was being done earlier by the preceding store managers (Fine and Cronshaw, 1999).
Secondly, the Human Resource Manager should then ask the job applicant to list some of the qualities that are necessary for the smooth operation of the store. By doing this, the manager aims at determining whether the applicant has a grasp of what he or she is expected to do as part of his profession.
The most suitable person for the job will name skills and attributes that tally with the ones on the manager’s list. The applicant may not name all of them or use the same words but his or her understanding of the job will be laid bare in the response given. On the other hand, a poor applicant will list farfetched qualities and attributes that are irrelevant to the position being offered.
Determining The Key Qualifications Of The Candidate
Basing on professional skills, the Human Resource Manager should ensure that the selected applicant has good knowledge of accounting and book keeping. These are necessary in keeping records of items that enter and leave the store.
The selected person should be in a position to maintain an accurate record of these goods because the records may be required later especially when computing the company’s revenue. If someone who has poor accounting and book keeping skills is selected, there is a high probability that the store will be poorly managed hence leading to a loss to the company. A poorly managed store will also provide room for unscrupulous employees to engage in pilferage of goods from the store.
Secondly, the person selected for the job should possess good communication skills. These skills are significant in the following ways. First, the store manager will be required to pass instructions to his juniors. In order to do this effectively, he or she must be able to communicate fluently and in a manner that can be clearly understood.
The store manager will also be required to exhibit good communication skills when responding to directions from his seniors. In addition, the good communication skills will be of high necessity when reporting to his or her supervisor.
Finally, the Human Resource Manager should ensure that the person selected for the job has vast experience in store management. Hiring of inexperienced workers will jeopardize the smooth and swift operations of the store. According to Morgeson and Campion (1997), the overall effect of this is slackened production which will then translate into a loss to the firm.
Conclusion
In conclusion, job analysis is important to HP because it will guarantee the hiring of a qualified and skilled store manager. The steps involved and the rationale used are sure to lock out any unsuitable persons and offer a chance to only those who meet the requirements of the job.
Reference List
Fine, S. A. and Cronshaw, S. F. (1999). Functional job analysis: A foundation for human resources management. Erlbaum: Mahwah, NJ.
Morgeson, F. P. and Campion, M. A. (1997). Social and cognitive sources of potential inaccuracy in Job Analysis. Journal of Applied Psychology, 82(67), 627-655.