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N226 Business Management

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N226 Business Management

0 Download6 Pages / 1,264 Words

Course Code: N226
University: Coventry University

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Country: United Kingdom

Questions:
1. Briefly describe the job that you have round and explain how it fns with your current personal Interests and professional development plans. Indicate how an applicant might demonstrate three of the main competencies required by the employer.
 
2.Imagine you are the HR manager for the company that placed this job advert. Explain what selection methods are available to you and which one(s) you would choose for selecting a candidate for this particular job. Give reasons for your answer.
 
3. Imagine you are the candidate selected for the Job. How do you think this Job could be designed to give you high Job satisfaction? Give reasons for your answer.
Answers:

1.

Company name

Unilever

Job position

Assistant R&D manager

Domain

Clinical/statistics

Job description

Researching and developing everyday consumer products

Academic Qualifications

At Least have a Master’s degree in Statistics

Work experience

Minimum of 3 years of research experience in Fast Moving Consumer Goods (FMCG) sector but people with less experience also to be considered

Additional requirements

Strong written and oral communication skills

The current job opening at Unilever matches my personal requirements in a job. As an individual with limited work experience and having a masters degree in statistics makes this a dream job. I have always wanted to wanted to use my knowledge in understanding the intricacies of the consumer market and working at Unilever can help in making it possible. I am a master’s degree fresher and would like to develop my professional skills (Kanyurhi and Bugandwa Mungu Akonkwa, 2016). Since Unilever is a multinational company, there will be enough responsibilities that will allow me to engage and collaborate with a global and multidisciplinary team for designing and implementing statistical studies and data interpretation.  Another personal development goal is to be versatile problem solver and by working in an interdisciplinary team will allow me to work on my communication skills as well as help me help grow as a statistician and researcher.

Competency

Demonstration

Extensive knowledge of statistical softwares

I know how to use SAS

Data management, visual and statistical analysis

I can use linear modelling and randomisation methods

Applied statistics

I can use the data to interpret actionable insights which can help in problem solving

2.As an HR manager the primary responsibility is to identify and retain talent which will help in developing and growing the organisation. Hence it is necessary to select the appropriate selection methods for candidate selection. Few of the commonly used selection methods that can be used are use of application forms and curriculum vitae, undertaking online screening leading to shortlisting desired candidates, conducting interviews, making candidates undergo group exercises and taking aptitude tests. These are the most reliable selection methods that are available to a HR representative. However, it is impossible for any HR manager to utilise every available method for candidate selection as each of the method have their own pros and cons.
The most traditional approach is to accept application forms and CVs. However, most of such forms are quite lengthy and do not have emphasis on important areas. Even though these forms provide an extensive insight of the candidate, they miss out on several important requirements like communication and ability to work as a team. Online screening is similar to application forms where the candidate is selected on the basis of some cut off margins that have been already set by the recruiting managers. However, these online screening allows the candidate to bluff about their experience and knowledge which is troublesome. Interviews are best suited for candidate selection as it allows the recruiter to directly engage with the interested candidate. However, the judgement can be skewed due to recommendations and personal bias.
Conducting group exercises is very helpful in understanding whether an individual is able to work in a group setting as it is very critical to work as a team (Mathieu, Neumann, Hare and Babiak, 2014). However, it does not shed any light on individual abilities and efforts and people slacking off can get selected behind the facade of teamwork. Aptitude tests help the recruiters to understand the subject knowledge an individual possesses. However, it is not mandatory that an individual having good aptitude scores will be necessarily good in other aspects like making improvised decisions or communication. The selection methods to be used for the current job opening are collecting CVs, conducting aptitude tests followed by group exercises and finally taking interviews (Dillahunt, Lam, Lu and Wheeler, 2018).
The candidates will be selected on an overall performance in the different implemented methods. Taking CVs will help in getting the necessary background information, conducting aptitude tests will help to understand the depth of knowledge and problem solving skills of the candidates, group exercises will help in evaluating ability to work in a team and interviewing will help in judging communication skill as well as character of the candidate (Du Preez and Bendixen, 2015).
3.Job designing is a vital component in HRM as it helps in specifying the contents, methods as well as relationships of a job so as to satisfy the organisational requirements as well as the social and personal requirements of the job holder. A well designed job will help in increasing the involvement levels shown by employees which will boost the job satisfaction levels. It helps in motivating individuals to work to the best of their capabilities and increases productivity as well loyalty for the organisation in which they are recruited. It is necessary for the HRM to evaluate the job design by conducting systematic studies as well as undertaking a detailed analysis of the duties, requirements and responsibilities (Blanchard, 2017).
In the current context, it would had been better if the advertisement was able to inform the job location as it will help candidates to make relocation decision. If the job location is very far away from home, the individual might just lose the motivation to work as they will not be able to the support their families by being physically present (Boukis and Gounaris, 2015). Another aspect of the job advertisement which should not had been overlooked was the salary to be provided to the selected candidates. Salary is the primary motivator for being employed and many candidates may not be able to judge the value of the job if they are not provided with a comprehensive overview of the salary package.
Last but not the least, the advertise should had mentioned the type of employability that the organisation is offering that is whether the job is permanent or contract based. Uncertainty is the biggest demotivator and when faced with uncertainty people stick to safety of their comfort zone. They will not be willing to risk or take additional responsibilities because they are not sure if they will remain employed in the long run (Zablah et al. 2016).
References
Blanchard, O., 2017. Designing labor market institutions. In Beyond transition (pp. 129-137). Routledge.
Boukis, A. and Gounaris, S., 2015. Some Preliminary Evidence for the Effect of Employee Satisfaction on Relational Switching Costs. In The Sustainable Global Marketplace (pp. 162-164). Springer, Cham.
Dillahunt, T.R., Bose, N., Diwan, S. and Chen-Phang, A., 2016, June. Designing for disadvantaged job seekers: Insights from early investigations. In Proceedings of the 2016 ACM Conference on Designing Interactive Systems (pp. 905-910). ACM.
Dillahunt, T.R., Lam, J., Lu, A. and Wheeler, E., 2018, June. Designing Future Employment Applications for Underserved Job Seekers: A Speed Dating Study. In Proceedings of the 2018 Designing Interactive Systems Conference (pp. 33-44). ACM.
Du Preez, R., and Bendixen, M. T. 2015. The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay. International Journal of Bank Marketing, 33(1), 78-91
Kanyurhi, E.B. and Bugandwa Mungu Akonkwa, D., 2016. Internal marketing, employee job satisfaction, and perceived organizational performance in microfinance institutions. International Journal of Bank Marketing, 34(5), pp.773-796
Mathieu, C., Neumann, C.S., Hare, R.D. and Babiak, P., 2014. A dark side of leadership: Corporate psychopathy and its influence on employee well-being and job satisfaction. Personality and Individual Differences, 59, pp.83-88.
Zablah, A.R., Carlson, B.D., Donavan, D.T., Maxham III, J.G. and Brown, T.J., 2016. A cross-lagged test of the association between customer satisfaction and employee job satisfaction in a relational context. Journal of Applied Psychology, 101(5), p.743.

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