国际营销的趋势下,经济全球化和贸易一体化的方向发展。企业既是机遇和挑战的未来,如何面对机遇,迎接挑战?企业品牌形象建设是构建企业国际化的第一步,企业品牌影响力,一些企业还将广播等品牌营销机构合作,提升品牌价值,使企业在国际市场营销中占据重要的地位。基于一个企业在国际市场营销应该是产品本身,一个好的产品应该支持,而不是阻碍。但如果市场动态发展创造了一个需要或欲望,所以扩展的一个品牌,可以视为增加原品牌的价值,如糖、钠,低胆固醇,不含人工添加剂,废弃后可降解,可回收,等等。
Edith Cowan University
School of Management
MAN2145
HUMAN RESOURCE MANAGEMENT
Semester 1, 2011
Assignment 2 –HR Portfolio
Senior International Salesperson
Prepared by
Student No.:
Table of Contents
Introduction. 3
Job Analysis. 3
Job Description. 4
The Importance of Job Analysis and Description in HRM... 5
Reflections. 7
The Design of Job Analysis Questions. 8
Job Description of Senior International Salesperson. 8
References. 10
Appendix I. 11
Interview questions of Job Analysis. 11
Appendix II. 13
Job Description. 13
Introduction
Under the trend of international marketing, the globalization of economic and trade to develop in the direction of integration. Enterprise is both an opportunity and challenge for the future, how to face the opportunities and meet the challenge? Construction enterprise brand image is the first step to build enterprise internationalization, the enterprises in the brand influence, some enterprises will also take the brand such as broadcast marketing agency cooperation, to enhance the brand value, allowing enterprises to occupy the important position in the international marketing.
In international marketing based on an enterprise should be the product itself, a good product should be supported, rather than impeded. But if the market dynamic development has created a need or desire, so the extended a brand, can be regarded as to increase the value of the original brand, such as sugar, sodium, low cholesterol, no artificial additives, discarded after biodegradable, can be recycled, etc.
This portfolio is made to explain the scope, importance and implementation of job analysis and description in human resource management. It starts with the definitions and importance of job analysis and description, followed by the discussion about their relationship and attribution to well-constructed human resource management. This portfolio has taken the position of senior international salesperson as an example to explain how to scheme and implement job analysis and description in a practical and real business situation. Accordingly, job analysis questions have been complied and enclosed at the end of this portfolio. The job description of senior international salesperson has been tried to demonstrate, too.
Job Analysis
Researchers of human resource management (HRM) have described job analysis from difference perspectives. For instance, it could be seen as a concrete HRM practice: a basic HRM activity that focuses on discovering the job content, the job requirements and the job context (Stone, 2006). Here it works as a tool to discover two important aspects about the job. On one hand, it systematically investigates all the tasks, duties and responsibilities of a job; on the other hand, it identifies what the job needs from the worker, including the necessary knowledge, skills, experience, tacts to deal with the relationship with other jobs, the working conditions, personal characteristics, the personal abilities to achieve high work performance (Stone, 2006). However, it could be seen as a series of activities. “Job analysis covers a host of activities, all of which are directed toward discovering, understanding, and describing what people do at work” (Brannick & Levine, p.36). It does not only cover the investigation activity but also the efforts toward discovering, describing and even understanding the job-related contents. Some researchers focus on one of its functions of identifying and matching the characteristics of the position and the worker, declaring it to be a crucial HR function as it builds up the extent to which characteristics of a position are job related (Shetterly & Krishnamoorthy, 2008). In this opinion, it is critical for the HR manager to evaluate the job relatedness of a position’s characteristic when making personnel related decisions (Shetterly & Krishnamoorthy, 2008). To be specific, job analysis helps the HR manager understand the characteristics of the position so that they are able to make the right personnel decisions related to this position according to their understanding to the position’s characteristics.
Researchers have concluded the process of job analysis from different perspectives, too. For instance, job analysis is usually carried by job analysts, who undertake systematic investigation to collect data, evaluate and organise the job information (Stone, 2006). Both quantitative and qualitative methods could be hired during this process, such as questionnaires, interviews, focus groups and incumbent logs (Stone, 2006). Other researchers prefer to use the way of observation and questioning to conduct job analysis. For example, Safdar, Waheed and Rafiq (2010) argue that the job analysis generally should involve observing how the job being performed by incumbents, questioning them and their supervisors about the job, including its targets, working conditions, required knowledge, abilities and others; examining the achievements of the job position, and reviewing the necessary information about the job.
Job Description
One of the objectives of job analysis is to collection information for the HR manager to make right job description (Stone, 2006). Different from job analysis, “Job description is a written statement explaining why a job exists, what the job holders actually does, how they do it under what conditions the job is performed” (Stone, 2006, p.145). It concentrates on describing what the successful performance requires from the worker, including, the personal characteristics and qualifications (Stone, 2006). In other words, job description describes for the organisational manager and incumbent and prospective workers to get good understanding of the job, to know what it is and how to get it performed successfully (Stone, 2006).
Job descriptions articulate two aspects about the positions: the qualifications required by the job and the characteristics that a worker is supposed to possess (Conduff, 2011). Usually, job descriptions consist of samples of incumbent behaviours, providing the information to describe working conditions, working process, worker requirements and other issues concerned with the position (Stetz, Beaubien, Keeney & Lyons, 2008). To be specific, job descriptions are supposed to clarify job identification, job objectives, duties and responsibilities, internal and external relationship, special working circumstances, performance indicators and others (Stone, 2006).
Eventually, the organisation would be able to make personnel decisions regarding selection, promotion, and compensation according to these descriptions (Stetz, et al. 2008). Additionally, they could work as the basic of job evaluation since they have generalised the nature and requirements of the job, which could be used as the evaluative reference to other job (Stone, 2006). In HRM practice, job description is suggested to be printed out in a binder sheet to help the HR manager explain and discuss with the workers about the job (Ispas, Bacali & Khayat, 2011).
The Importance of Job Analysis and Description in HRM
Job analysis plays a significant role in HRM. Since organisations today are confronted with increasing challenges from revolutionary changes, complicated technologies and international competition, it is extremely important fro them to have the right people in the right job position at the right time doing the right work (Stone, 2006). In addition, in order to achieve the best competitive advantage, the organisation itself will constantly change its business strategic objectives, employment size, outsource, structure, and work processes and teams (Stone, 2006). What the HR manager should do to help the organisation to achieve this advantage in this increasingly challenging business world? They are supposed to ensure that the right person is working in the right position to obtain this advantage. According to Raymond J. Stone (2006), human resource management intends to fulfil two targets for the organisation: efficiently getting employees involved in achieving the organisation’s strategic objectives whilst satisfying individual employee’s needs (Stone, 2006). Job analysis could help the HR manager obtain good understanding of the job and its needs from the worker (Stone, 2006). Just as discussed in this portfolio, job analysis could work as a fundamental tool in HRM, helping the HR manager find the proper person according to the requirements of the job. Job analysis helps the HR manager make the right decision in personnel management. While making personnel decisions, such as promotion, development, discipline, training, reassignment and terminations, job-related characteristics which is identified during job analysis could be used as job-related criteria (Shetterly & Krishnamoorthy, 2008). Therefore, the accuracy of the information collected during the job analysis process is a key determinant of the effectiveness of the HRM function (Aguinis, Mazurkiewicz & Heggestad, 2009). When a problem occurs in the data collection process of job analysis, there is likely a problem with the later uses of these data ranging from the development and implementation of job design and performance evaluation (Aguinis, et al. 2009). Hence, job analysis is a very important HRM practice.#p#分页标题#e#
What’s more, job analysis is essential to regulate job design so that the organisation’s strategic objective could be achieved adequately. Although job analysis is normally conducted after the job design when the worker has been trained and the work has been performed, the information collected via the job analyst’s observation on workers doing the job could be used as essential feedback to job design (Stone, 2006). This feedback is essential to establish performance standard and performance appraisal so that desired levels of job performance can be decided and an accurate performance standard can be achieved (Stone, 2006). Besides, this feedback could help HR manager find out the lack of the worker’s knowledge, skills personal abilities, and other things to successfully fulfil the job performance, and then design and implement training and development programmes to improve the worker (Stone, 2006).
Job description plays a significant role for the organisation. It can provide important information to understand the company, its internal structure, objectives, and values (Isaps, et al. 2011). Besides, it has a role in assisting the HR manager, professional trainers and employees to fulfil the organisation’s objectives and achieve its desired performance (Isaps, et al. 2011). On one hand it helps employees comprehend their duties, responsibilities and how their jobs could contribute to the mission, targets and objectives of the organisation (Isaps, et al. 2011). On the other hand, a distinct job description could improve the organisation’s effectiveness by aligning its staff’s work with organisation’s objectives and helping the human resource manager find the most proper workers for new duties and realigning workloads (Isaps, et al. 2011).
Reflections
When writing this portfolio of job analysis, my understanding to job analysis and description has been greatly enhanced. Before the portfolio, I thought job analysis would be just an ordinary work for a HR manager. On the contrary, the most important work that the HR manager should do is balancing the personnel arrangement. Now, two viewpoints have been concluded in my mind.
Job analysis is one of the most important activities and functions of HRM. It is supposed to discover what the job need from the worker and what the worker can offer. Beyond this, it helps both the organisation and the worker to understand each other so that the HR manager could find the right person to work in the right place at the right time. It is more than investigation but also the efforts to identifying, understanding and at last describing the goals, requirements and others about the job.
Job descriptions are written out to explain the qualifications and characteristics that the job requires from the employees. They systematically articulate the job identification, duties, responsibilities, objectives and other issues, helping the employees have a good understanding of the position. They could be used as evaluative standards of job performance since they have concluded the nature and requirements of the job.
Job analysis and description should be regarded as the basic and most important activity conducted the HR manager. It helps the manager know the job’s requirements of and the worker’s abilities. Only bearing both of them in mind, the manager could make the right personnel decisions. Therefore, it is very important for the HR manager to make good design of job analysis and description.
The Design of Job Analysis Questions
If human resource managers want to assess the effectiveness of job description for the organisation, they can conduct a thorough job analysis using qualitative or narrative techniques including: interviews, questionnaires, and other dairy logs (Ispas, et al. 2010). During the interview, the workers are asked job-related questions, such as the essential tasks about the job, the abilities required performing it well (Ispas, et al. 2010). Hence, a good interview question form of job analysis has been made to cover these questions (see Appendix I)
Job Description of Senior International Salesperson
Several important components of job descriptions have been articulated, such as: the job identification that identifies the organisational structure; job objectives that are resonant with the strategic objectives of the organisation; duties and responsibilities; relationship with other jobs; performance standards which indicate how the job performance is evaluated (Stone, 2006). A job description (seen Appendix II) has been made according to these requirements. This is a position of senior international salesperson which is set in a multinational company with an increasing international market of small electronic appliances.
References
Aguinis, H., Mazurkiewicz, M. D., & Heggestad, E. D. (2009). Using web-base frame-of-reference training to decrease biases in personality-based job analysis: An experimental field study. Personnel Psychology, 62, 405-438.
Brannick, M. T., & Levine, E. L. (2002). Job analysis. Thousand Oaks: Sage Publications.
Confuff, M. (2011). The council job description: 8 critical components for high-level performance. Public Management, 27
Ispas, I., Bacali, L., & Khayat, G. (2011). Novel tools for managing human needs and communication in human resources management (II). Revista de management si Inginerie Economica, 10(1), 147-156.
Shetterly, D. R., & Krishnamoorthy, A. (2008). Job characteristcs of officers and agents: results of a national job analysis. Public Personnel Management, 36(1), 111-131.
Stretz, T. A., Beaubien, J. M., & Keeney, M. J. (2008). Nonrandom response and rater variance in job analysis surveys: a cause for concern? Public Personnel Management, 37(2), 223-241.
Safdar, R., Waheed, A., & Rafiq, K. H. (2010). On job performance: Analysis of a hypothesised model. Journal of Diversity Management, 5(2), 17-36.
Stone, R. J. (2006). Managing human resources (1st ed.). Milton, Qld: John Wiley & Sons.
Appendix I
Interview questions of Job Analysis
1. What is the job tile?
2. What kind of skills, including business skills, language skills and communicative skills are needed for this job?
3. What objectives are you supposed to fulfil in this position?
4. What is the main routine daily work in this position?
5. Do you have to get any qualification or certificate for this job?
6. What are the office hours? How do you arrange them? Which parts of your job consume the most part of working hours?
7. How many days per week do you work every week?
8. Do you think it is very necessary to get familiar with the information about the products of the company so that you are able to introduce them to your client? If not, why?
9. Are you anything you think very difficult to accomplish in your job? What are they?
10. Are there any training programmes you want to get from the company to improve yourself? If there are, what are they and why do you want them?
11. What are the most distinguishing characteristics of the position? Why do you think they are important?
12. When you have some technical problems with products, are you going to consult with the technical team in the company? What would you do to get help from them?
13. Do you feel stressful with the colleagues from other department? Why? How would you handle the stress?
14. How many employees does the company have? How many of them are doing the same job as you are?
15. Is there any labour union involved? If so, what is it?
16. Was there any emergency happened in your job? How did you take it down?
17. Who do you report to?
18. How is your job performance evaluated? Do you approve with it or not? Why?
19. What are the ingredients in your salary?
20. Can you get any commission or allowance for your extra work?
21. Do you think the remuneration system in the company is appropriate? Why?
22. Do you have to travel nationally or/and internationally frequently?
23. What do you think of the contribution of your job to the company’s success?
24. What do you want to get from your job except the salary?
Appendix II
Job Description
Job title: Senior International Salesperson
Incumbent: XXXXX
Location: Shanghai, China
Job Status: Full-time
Department: Sales Department
Remuneration: $20,000 annually plus commissioning
Reports to: Sales Manager and Human Resource Manager of the company
Written by: xuan zhang
Date: April 30, 2011
Job Summary:
The holders of this position are supposed to fulfil the company’s marketing goals, selling products to international clients. They are familiar with marketing strategies and able to find potential business opportunities by themselves. Besides, they are good at introducing our products and service to international customers and pursued them to buy from the company. They are capable to build up good relationship with our clients via fluent English communicative skills, including writing emails, speaking on the phone and on-site interpretation.#p#分页标题#e#
Key Responsibilities
l Develop and implement the marketing plans for the company, and fulfil the objectives of sales in the international market.
l Provide quality sales service to our international clients, including introducing products, the company’s background and visions, and after-sales service.
l Ensure clients enjoy healthy and assuring partnership with the company, by providing products and service of high quality.
Tasks and Duties
l Use search engines, such as www.google.com to find the information of potential business opportunities.
l Identify business opportunities and try to get contact with the prospective clients via emails, phone calling and other ways.
l Provide English interpretation to clients and accompany them visit the office and factory.
l Offer language support when the Sales Department is preparing for international exhibitions, including English translation, interpretation, preparing posters, etc.
l Get feedback from the clients who have bought products from us so that the company could get good understanding the products and service and then align strategic business objectives.
l Observe the changes in the international market and conclude suggestions for the company’s developing plan.
l Compile and translate the manual books and testing reports in English.
l Travel internationally and have business meetings with clients around the world.
l Undertake other duties from the company and the Sales Manager.
Requirements
Required qualifications and abilities:
1. High level of English abilities, including speaking, listening, writing, translating and interpreting.
2. Business negotiating abilities, good communicative skills.
3. Competence of computer using skills in Microsoft softwares, such as Word, Excel, and PowerPoint.
4. Good presentation skills.
5. Good knowledge of international trading and business.
6. Good understanding and flexibilities of working in multi-cultural environments.
7. Highly mastered computer skills.
8. Dealing with intensive stress while working outside.
Preferred
1. 5-year experience in international trading and business
2. 2 or more years of study or living experience in other countries
3. Full driver license.
Relationship
Inside the company, report the work to the company and Sales Manager, cooperate with other international salesperson while fulfilling the sales goals. Consulting and suggesting engineering and technical teams about the technical questions. Build up good and stable cooperation among colleagues. Outside the company, represent the company and introduce products and the company to business partners and clients.
Accountability
The annual salary is about $20,000. The senior international salesperson will get 5% of sales amount as commissioning fares. The percentage will raised up to 7% when the sales amount achieve $1,000,000 in a year.
Working Circumstances
Most of the time, the international salesperson works in the office or travels to factory to check the products when necessary. Frequently, the salesperson will make international flights around the world. The working place and hours would have to be realigned according to the local requirements.
Performance Indicators
Performance indicators will include both qualitative and quantitative standards as approved by the company and Sales Department. The sales volume will be used as the main measurement to assess job performance. The annual sales of a senior international salesperson will be studied with the company’s annual sales goals. Another measurement will come out of marketing exploring activities. The company and Sales Department will examine how the senior international salesperson explores the international market, how he or she communicates with the potential clients, how introduces the company and products. The relationship between the company and clients will be reviewed so that suggestions on stabilising or improving it would be made for next year.
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