The Purpose of a Job Description
Buell (1986, pp 54) states that a job description outlined the responsibilities and expectations tied to a certain employment position. Often they give the guidelines for recruitment. They are tools for the evaluation of performance. This is important in setting performance standards and determining career guidance and employees training. This view has been supported by Rix (2007, pp.45). Armstrong (2009, pp.168) states that it is important that finances are invested in planning job descriptions properly. It is a way of eliminating the number of applicants, so that time and resources involved in planning and executing the recruitment are minimized. They are the statements that will be used to analyze and determine the need for employees training, which would ultimately make his performance better and thus be more beneficial to the company. Since the company went to get the best out of the employee, these ought to be well planned. They are needed for the growth and organizational work of the company. They overly ensure the smooth running of the company since each employee s informed of their roles and responsibilities. This has been supported by Fool and Hook (2005a, pp.354). In this essay, the marketing managerial position forming part of the Greenwich Olympic Projects front line management is explored. In addition, the general and specific requirements for the position shall also be addressed.
- The job title would be; Marketing Manager.
- The company is located in East London. He would therefore be based in East London, working for a company called Heritage Partners.
- The manager would be reporting to the Human Resource Manager.
- He will be the head of the employees in the marketing department. These will report to the marketing manager.
The Main Purpose of the Job
The person will be responsible for the planning of the marketing activities. These will be geared towards achieving the goals of Heritage Company in showcasing the Greenwich tourist site as the best destination for visitors during the 2012 Olympic Games. The heritage and cultural sites in Greenwich must be visited by most Olympic visitors. The manager should also be able to devise ways to promoting skills and sustainable employment among the residents of the place. They are diverse and relatively disadvantaged. He/she should be able to determine where, when, and how the relevant marketing activities of promoting this site will be done.
- He/she will also be responsible for the organizing of the marketing activities.
- He will be in charge of directing the marketing activities. He will be required to give instructions to the people working under him in the realization of the goal. He should thus be able to give motivation to his subordinates in this area as well as good leadership.
- He will also be required to periodically review the marketing methods and strategies employed, for feedback, and necessary adjustments are done.
Working Conditions
This job is on a contract basis. It starts in 2010, to give ample time for the planning towards 2012. After the games, the number of subordinates would be decreased however, since the company is relatively young, the marketing manager will need to work on modalities to ensure the performance is kept at good standards. However, from the day of start, the contract will run for five years but can be renewed.
Payscale and Benefits
The salary ranges from 500-900 US dollars, depending on experience and competence. There are also attractive bonuses that will be depended on weekly business performance.
Hours of Work
Before the games start the normal working hours hold, from 8.30 a.m to 4 p.m
During the games period, the company will be operating 24 hours, and therefore one should be ready to work for extra hours when need be. After the games, then one will resume the normal working hours.
Holidays
One will be entitled to an annual holiday of one month. The public holidays and weekends are off days.
Personal Qualifications
- A master’s degree in marketing from a recognized university.
- Relevant Working experience of at least three years.
- Computer literate.
- Able to work for long hours.
- Creative and Innovative.
- Leadership skills.
- The ability to communicate in French, Germany, or any other foreign language will be an added advantage.
Evaluation and Responsibilities
There are problems bound to be encountered in the execution of the responsibilities outlined in the job description. Such include the use of the games to ensure sustainable employment for the community. This may be better done by someone with knowledge and training in community development. During the games, it may be possible, but unpredictable thereafter.
Application
When recruiting people in the hotel or theatre industry, some of the needed qualities are enthusiasm, hospitality, welcoming, and easy to get along with, keen, not short tempered, patient and kind. Often, nobody can possess all the characteristics as outlined in the job descriptions usually given. This view has been supported by Armstrong (2009, pp. 98). At times an effective employee may not be able to deliver happenings in life. During such times, their performance evaluation using the job description would not give correct feedback. The managers should be sensitive and deal with the employee with an understanding and sense of humanness. They should not be unreasonably rigid to the written-down descriptions.
The Appraisal Tools
According to Buel (1986, pp. 60), one of the tools is the standard rating scale. It is also known as the linear rating scale. this a scale of 1 to 10 could be used. The manager’s performance in the different aspects is compared to an absolute scale. In this case, the manager would be given an appraisal form, with specific questions meant to evaluate some characteristics, and behavior traits. Against the trait in question is a numerical value to tick. In the end, the sum of the numerical values are summed up, the higher the total value, the higher the performance. This is a quick and simple way of evaluation. An employer with an average of 7 qualifies for a 5% salary increment. A score of 8 would earn him an 8% salary increment. For an individual’s increase in performance compared to the previous year, 100 dollars would be awarded.
Alternatively, the employer can be ranked in a way where the performance will be measured against, different characteristics of interest, such as trends observed in beating deadlines, meeting set objectives, punctuality. This would be marked against measuring words such as excellent, very good, good, average, poor, and very poor. This would then be used to gauge the award deserved. This method of evaluation has been supported by Rix (2007, pp. 50).
The method of measuring against standards words will require an explanation of the ambiguous words, due to their unquantifiable nature. The frequency after which a trait moves from very good to excellent, good to very good, should be clarified. This has been supported by Fool and Hook (2005a, pp. 359).
These appraisal methods have limitations. For instance, the degree of good, and average may not be clear. Equally, very good and excellent may be also wrongly interpreted. In a theatre or hotel setup, the appraiser may need to award percentage marks, instead of these words.
Reference
Armstrong, M., 2009, Armstrong’s hand book of management and leadership. 11th Ed. Philadelphia: Kogan publishers Limited.
Buell, V., 1986, Hand book of modern marketing. California: Mc Graw-Hill Publishers.
Fool, M, & Hook, C., 2005a, Introducing human resource management. 4th ed. Harlow: Pearson Publishers Limited.
Fool, M, & Hook, C., 2005, Introducing human resource management. 4TH ed. Harlow: Financial Times publishers.
Rix, P., 2007, Marketing: A practical approach. 6th ed. Melbourne: Mc Graw Publishers.