Job Analysis
Job analysis incorporates the collection and analysis of data by analyzing a job in accordance with its tasks, duties and responsibilities (Singh, 2008). The current paper aims to conduct a job analysis and develop job description for the position of a Store Branch Manager and Sales Representative of a retail store. The job analysis has been conducted by observing the tasks and duties performed by the incumbents (Singh, 2008).
Sales Representative
Store Branch Manager
Job Description
Sales Representatives
The sales representative is required to provide services to the customers, retain the existing customers, address their concerns and complaints by incorporating the customer’s needs and preferences. The adequate knowledge about the products and market competition is required to me incorporated by the sales representative in such manner that its attracts the customers and effect their buying behavior in a positive manner. The sales objectives are met by means of satisfying the customers by providing solution to their needs and concerns.
Store Branch Manager
The store branch manager is required to assign employees in order to encompass the business activities and identify the need of recruiting and training employees. Effective monitoring, coaching and training is required to be provided to the subordinates in order to ensure that they are performing at a high level by means of motivating the employees. The achievement of financial and operational objectives is required while making sure the availability of the merchandise in a cost efficient manner. The evaluation of customer experience and competitors is required to ensure that the store provides the best shopping experience to its customers.
The State and Federal Regulations ensure that the employees are not working more than 40 hours per week and hence, the listed jobs incorporate the maximum full time job that requires the duration of 40 hours at the workplace (Pfeffer, 2010). Moreover, the listed job positions did not incorporate any physical or mental hazard to the employees, which eventually ensures that the job is highly favorable for the environment in accordance with the security and hygiene factors (Tabanelli et al., 2008).
References
Pfeffer, J. (2010). Building sustainable organizations: The human factor. The Academy of Management Perspectives, 24(1), 34-45.
Singh, P. (2008). Job analysis for a changing workplace. Human Resource Management Review, 18(2), 87-99.
Tabanelli, M. C., Depolo, M., Cooke, R. M., Sarchielli, G., Bonfiglioli, R., Mattioli, S., & Violante, F. S. (2008). Available instruments for measurement of psychosocial factors in the work environment. International archives of occupational and environmental health, 82(1), 1-12.
