1. Critically evaluate the job analysis that Mary conducted for the position of assistant manager. Has she used appropriate methods? What are the strengths and weaknesses of her efforts?
2. What kind of factors about Today's Fashion and its operations should Mary have examined more seriously in order to improve her job analysis?
3. Carefully read the job description and job specifications that Mary prepared. Do they appear to be thorough? Do you think that they are adequate to serve as a basis for a new selection system? How well do you think these documents will work if Mary is sued for discrimination in her hiring practices? Why?
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Mary Watson was recently promoted to the position of regional sales manager for Today's Fashion, a national chain of specialty clothing stores with 200 outlets across the country. Mary is the regional manager for the Pacific Coast, which is one of Today's Fashion's largest markets. She manages 35 outlets in California and Oregon; each of these outlets has a store manager who reports directly to Mary.
Each outlet has between 3 to 5 assistant store managers, depending on the number of specialty departments. Each assistant manager is responsible for on particular specialty department. These departments vary considerably in size and in the number of sales clerks reporting to the assistant manager. Because the chain's success lies in being receptive to local customers' tastes and buying habits, each store has a different collection of merchandise, and several different combination of departments can be found in Mary's region. The departments include casual wear, formal wear, shoes, cosmetics, and jewelry. Prior to being appointed to the regional sales manager position, Mary had been both a store manager and an assistant manager in a casual wear department. While she was an assistant manager, Mary had often thought that she was responsible for many aspects of store manager that other assistant managers were not held responsible for. In addition, she never really felt comfortable that her store manager had clearly defined her areas of responsibility.
Thus, despite the chain's success, Mary felt that there was considerable room for improvement in how Today's Fashion was managed. As a result, one of the first things Mary did after being appointed to the regional sales position was to initiate a job analysis for the job of assistant store manager. Mary had earned a BBA degree with a marketing emphasis from Wyoming State University. Although she had no formal training in job analysis, she was confident that she could construct an accurate and useful job description and specification for the assistant manager job, primarily because f her personal experience with that position. However, rather than simply writing from her own experience, Mary interviewed 3 current assistant store managers from the outlet closest to her regional office in Sacramento. On the basis of these interviews and her own experience, Mary constructed the job description and job specification shown in Exhibit I (after discussion questions). She hopes that these documents will form the basis of a new selection program that she wants to implement for her region. She believes that the best way to improve store management is to hire assistant managers who are qualified to perform successfully.
answer
Matigas
1. To critically evaluate the job analysis conducted by Mary for the position of assistant manager, we need to examine the methods she used and assess their appropriateness. Job analysis is crucial for understanding job requirements and designing effective selection systems. Here's how you can evaluate Mary's job analysis:
a) Review the methods used: Consider the techniques Mary employed to gather information about the assistant manager role. These methods could include interviews, observation, questionnaires, and document analysis. Assess whether these methods are appropriate and comprehensive enough to capture all essential aspects of the job.
b) Assess the validity of the data collected: Determine whether the data collected by Mary accurately reflects the tasks, duties, responsibilities, and qualifications of the assistant manager position. Evaluate if the information obtained is detailed and specific enough to inform recruitment, selection, and performance management processes effectively.
c) Assess the consistency of the job analysis: Check if Mary's job analysis is consistent across different sources. Information from employees, supervisors, and other relevant parties should align, ensuring accuracy and reducing bias.
Strengths and weaknesses of Mary's efforts can include:
Strengths:
- If Mary used a combination of methods, it shows a comprehensive approach to job analysis.
- If the data collected is accurate, detailed, and specific, it highlights the effectiveness of Mary's methods.
- If Mary involved multiple sources and cross-referenced their input, it demonstrates a balanced and reliable analysis.
Weaknesses:
- If Mary relied on only one method, it may limit the comprehensiveness of the job analysis.
- If the data collected is vague or inconsistent, it undermines the validity of the analysis.
- If Mary failed to involve different perspectives, resulting in biased or incomplete information, it weakens the job analysis.
2. Mary should have examined several factors about Today's Fashion and its operations more seriously to enhance her job analysis. Here are some examples:
a) Organizational structure: Mary should assess how the assistant manager's role fits into the hierarchy and reporting relationships within Today's Fashion. Understanding how the job interacts with other positions can provide insights into its requirements and responsibilities.
b) Job context: Analyzing the environment in which the assistant manager operates, such as the company culture, industry trends, and market challenges, can help identify specific skills, knowledge, or abilities needed to perform effectively in the job.
c) Performance expectations: Mary should examine the performance expectations and goals associated with the assistant manager role. This analysis should focus on both quantitative (e.g., achieving sales targets) and qualitative (e.g., providing exceptional customer service) aspects of the job.
d) Technology and tools: Identifying the technology, software, or tools used in the assistant manager role is crucial for understanding the technical skills required to fulfill job responsibilities. This analysis can also facilitate the selection of candidates with the appropriate technological competencies.
3. When reviewing the job description and job specifications prepared by Mary, we need to assess their thoroughness and adequacy as a basis for a new selection system. Additionally, we should consider their potential effectiveness in a discrimination lawsuit. Here's how you can evaluate these documents:
a) Thoroughness of job description: Examine whether the job description provides a comprehensive overview of the assistant manager role, including its key responsibilities, duties, tasks, and reporting relationships. A thorough job description should leave no ambiguity or confusion about the position's requirements and expectations.
b) Adequacy for a selection system: Determine if the job description and specifications are detailed enough to serve as a foundation for developing selection criteria, such as screening resumes, conducting interviews, and assessing candidates. Ideally, they should provide clear guidance on the technical skills, knowledge, and qualifications required for the role.
c) Potential effectiveness in a discrimination lawsuit: Assess whether the job description and specifications are written in a way that adheres to equal employment opportunity laws and minimizes the risk of discrimination. They should focus on job-related factors and avoid any language or requirements that could unfairly disadvantage protected groups.
The adequacy of these documents for a selection system and defense in a discrimination lawsuit depends on their specificity, job-relatedness, and compliance with relevant legal requirements. It is crucial for Mary to ensure that her documents accurately represent the role, its requirements, and qualifications while adhering to equal employment opportunity principles and applicable laws and regulations.