1) Explain how you would conduct a job analysis in a company that has never had job

descriptions.

After reading chapter 5 in our class book, Human Resource Management by

Mathis/Jackson (2011), I have learned that there are several steps to conducting a job

analysis. If I were assigned the task of conducting a job analysis, I would start by

gathering any documentation about the job position. Even if there isn’t a job description

per se, there still should be some type of documentation. For instance, previous job

advertisements. I would also review other job descriptions for similar positions within the

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company and other positions within the same department if available. I would also

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research similar job titles with other companies, possibly on the website Salary.com. This

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would give me a general overview of the position duties and requirements. The next step
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would be to conduct interviews or request questioners to be completed by staff currently

associated with the position and the direct supervisor of the position to get a more precise
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idea of the job description. Once all the data has been compiled and reviewed, it would be
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time to create a rough draft of the job analysis and job descriptions. I would like to have

the rough draft reviewed by the managers and staff associated with the job position for
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any changes needed. Once the analysis is complete, I would make sure to set a schedule

of when to review the job description again to keep it updated and current.
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Word Count: 233

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2) If you became the new manager at a restaurant with high employee turnover, what actions

would you take to increase retention of employees?

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As the new manager, I would want to assess where the reality in the reasons behind the

turnover lies. Do these employee’s feel underpaid, overworked, unappreciated, over or under

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 qualified, lack of performance recognition, lack adequate benefits, lack of opportunity for

advancement within the company, lack of educational benefits, high stress, conflicting

scheduling or issues with the commute distance? Most commonly, it is unhappiness with

management.

For instance, a survey of executives by Robert Half International found that the most

common factors that caused satisfactory employees to quit their jobs were unhappiness with

management, limited career advancements and recognition, insufficient pay and benefits, and job

boredom.” (Mathis & Jackson, 2011, p. 164)

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Once I have determined the drivers causing the high turnovers, remedies need to be put in

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place. There are six main areas in which to increase retention of employee’s. These would be the

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steps to improve the issue with the high turnover. The six areas are:
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• Job and Work-life: Job security and overall satisfaction with one’s own career inspire

employee loyalty. It is important for employees to not fear layoffs but instead job
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continuity giving the employee a sense of relief. This is where the Person-Job fit comes
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into the forefront.

• Policies & Procedures: Clear cut, fair and consistent policies and procedures will avoid
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any feelings of discriminatory treatment.

• Career Training and Development: Offering training to employees is good for both
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parties. It allows the employee the ability to move up in the company and increase
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employee rewards. For the company, it significantly increases employee retention.

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Employees stay longer with the company, advancing through the ranks, and leaning more

and more about the ins and outs of the business.

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 • Rewards: Compensation, Benefits and Performance: Let’s face it, everyone wants to be

fairly compensated for their work AND recognized and appreciated for their work; thus

the importance of bonuses and other incentive programs.

• Employee-Supervisor Relationships: It is extremely critical for there to be a good rapport

between supervisors and employees. Supervisors need to have some type of training in

management support, “allowing work flexibility and work-family balancing, giving

feedback that recognizes employee efforts and performance, and supporting career

planning and development”. Mathis & Jackson (2013). For some, flexibility is their most

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important factor in staying or leaving. Encouraging and engaging employees in company

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sponsored events and celebrations is remedy for increasing coworker relations.

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• Organizational/Management Factors: This is an overall way the business’ beliefs and
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goals interact with the actions of the managerial staff. Many factors influence the

decision to stay or leave and company. All in all employees want to be treated fairly and
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equally as coworkers, enjoy the environment and job design.

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Word Count: 444

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Reference:

Mathis, R.L. & Jackson, J.H. (2011). Human Resource Management (13th ed.). Mason: South –
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Western Cengage Learning.

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