My new role in this expansion for growth of The Dunkin Donuts by opening five new locations is huge task that I plan to undertake in the most professional way possible. Based on my past experiences in job staffing, leading, training, couching, and managing employees, which have contributed to my success in the previous position at Dunkin Donuts, I believe I can extent the same expertise to this new role. In my new role, I Intent to adopt a more advanced job design, organizational design, recruitment and selection process, and training and performance appraisal measures to ensure successful opening and managing of the five new locations.
Job Design
Job design at Dunkin Donuts involves the work arrangement in a manner to reduce the level of job dissatisfaction among the employees and foster increased organizational productivity. During the planning process for opening the five new locations for Dunkin Donuts as assigned by my employer, I will embark on developing a clear and comprehensive job design. The job design for the new locations will focus on all the identified tasks that need to be performed, the employees responsible for doing them, selection criteria for choosing the specific employees to fill the positions, and finally placing the chosen employees into their respective job positions (Bratton & Gold, 2012).
I will incorporate the three concepts of job design; job analysis, job description, and job specification in the planning process for the opening of the five new locations for Dunkin Donuts Company. I will work closely with the human resources department and the other departmental heads in the company to ensure the success of the process of assigning tasks to jobs. I will adopt a formal job description of tasks to ensure the most competent employees are selected (Armstrong & Taylor, 2014). Finally, the job specification for the new positions will be based on the already existing job specifications for the vacancies in my previous work stations to ensure uniformity of the requirements and qualifications required for applicants applying for the new positions.
Organizational Design
The organizational design of the five new locations will be organized in the same way as the other outlets for Dunkin Donuts for the purposes of uniformity. We will embrace the concept of division of labor in all the departments within the organization in order to ensure that every employee has a specific role to play in the operations of the new five locations of Dunkin Donuts. According to my past experience, work specialization has played a major role in the success of the operations of my previous work stations.
I will also adopt a decentralized span of control whereby each work specialization is managed by a competent person who is responsible for the providing feedback, direction and correction to the subordinates as a way of improving their performance. The manager’s in-charge of each section will then report to departmental manager for the purpose of authenticity and clarity of operations. The organization of the new five locations will be based on specific policies and work rules which will guide the actions and decision making processes across the entire organization (Bratton & Gold, 2012). The operations of the new five locations of Dunkin Donuts will be based on a narrow span of control whereby few subordinates report to a supervisor in order to ensure close monitoring of the undertakings of each employee.
Recruiting and Selection
The employee placement process for the new five locations of Dunkin Donuts will begin with the process of recruiting new employee followed by selection of the successful candidates to fill the new positions. The recruitment process will be very rigorous to ensure that the most competent candidates are selected for different positions in order to foster the best performance out of the new employees (Bratton & Gold, 2012). It will involve the human resource department in the head office and the managers on the specific locations in order to ensure that the selected employees clearly match the work environment in the different locations
The selection process will be based on merit to ensure that all the job applicants who hold relevant qualifications for different positions are given equitable and fair treatment in the selection process. The clear job specifications outlined in the advertisement for the new positions ensure standard selection criteria is adopted. The selection process for new employees for the new five locations of Dunkin Donuts will involve announcement of the positions, receipt of applications, screening of the applications, conducting preliminary and final interviews simultaneously then finally conducting the successful candidates. The process will ensure that the prospective employees are thoroughly scrutinized to ascertain their credibility to fit the new positions (Armstrong & Taylor, 2014).
Training and Performance Appraisals
Upon selecting the suitable employees to fill the new positions at the five new locations for Dunkin Donuts, we will embark on employee development program that is very critical for ensuring that the employees are integrated into the systems. The employee development process will involve training of the new employee and conducting performance appraisal initiatives for the purpose of improving their performance within their specific job positions. We will focus on specific employee training methods, such as demonstration where the experienced employee from other locations can show the new employee how to perform the tasks (Stone, 2013). We will also encourage the new employee to learn the systems by performing their tasks as assigned with the use of the training manuals provided by the company. We will also adopt the modern employee training of e-learning to deliver the training services in the most efficient and effective manner.
As the new District Manager for Dunkin Donuts, I will embark on rigorous performance appraisal process to ensure that the employee selected for the new five locations are motivated to perform better and maintain very low employee turnover. The performance appraisal process will base on objective appraisal and behavioral appraisals to establish the specific behavior of the employees. We will adopt the 360-degree assessment technique for all the new employees in the new locations. The technique will incorporate the information received by the managers and the human resource department from the peers, subordinates, customers and the employees about the perceived performance (Armstrong & Taylor, 2014). The performance appraisal process will be conducted through performance assessment meetings whose main objective will be to stimulate the performance of the employees in their respective new positions in the new five locations of Dunkin Donuts.
Conclusion
References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. New York: Kogan Page Publishers.
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. London: Palgrave Macmillan.
Stone, R. J. (2013). Managing human resources. New Jersey: John Wiley and Sons.
