Discussion – Job Description
Discuss how a job description is a function of management.
Job descriptions are a core part of organizational management for several reasons. Firstly, managing a firm mandates the recruitment and selection of competent candidates that create a competitive advantage for the company. Human resources management cannot recruit and select a viable job applicant without a job description to help identify the candidate quickly (Tyler, 2018). Secondly, job descriptions aid in creating a training plan for recruited new hires, which is an essential management function. Thirdly, job descriptions help create a performance evaluation plan for workers, a core role of managing a firm properly. Through the tasks listed in the job description, department managers assess their employees’ performances against the listed roles. Finally, avoiding negative outcomes for legal cases and employee grievances is a key management role in organizations. If an employee sues a firm or submits a grievance, the job description can help solve the case amicably in legal and non-legal environments. Therefore, job descriptions are a function of management for mentioned reasons. Hire our assignment writing services to save yourself tons of time and energy required for your assignment papers.
Consider the following areas of a job description ( Tasks, Tools and Technology, Knowledge, skills, and abilities (KSAs), Education requirements) and explain how these components contribute to an effective performance management system:
Tasks, tools and technology, education requirements, and knowledge, skills, and abilities are core components of performance management in the job environment. Firstly, managers assess workers based on their excellence or poor task execution. The outcomes of the review can be used to create goals enshrouding better task performance and design frequent performance management routines to ensure the attainment of designed objectives (Awan et al., 2020). Secondly, tools and technologies are a prerequisite for performing tasks efficiently. Performance management may be pegged on how best an employee uses assigned technologies and tools to execute tasks in comparison to company expectations (Brown et al., 2018). Further, education requirements are core job needs that determine the intellectual capabilities of an individual to perform a task. Therefore, when evaluating the performance abilities of an employee assigned a role, managers should consider the education level of the worker and if they are a perfect match for their job. For instance, an engineer would be assessed differently from a janitor because they have different education capacities. Similarly, designing performance management for engineers and janitors would require incorporating their education levels into the plan (U.S. Bureau of Labor Statistics, 2021). Finally, knowledge, skills, and abilities (KSA) are essential to consider when managing an employee’s performance to avoid over-expectation and underutilization of the worker. When creating a performance evaluation and management plan, firms must consider the KSA levels of different workers and create plans that align with the same.
Explain the legal components in a job description as it relates to the EEOC.
The Equal Employment Opportunity Commission (EEOC) mandates that job managers promote diversity, equity, and equality in the workplace. Therefore, discriminating against workers because of their genetic functioning, race, gender, and color is prohibited by the EEOC (U.S. Equal Employment Opportunity Commission, n.d.). When human resources management designs job descriptions, they should not tailor-make them to fit a specific gender, race, color, or genetic functioning in adherence to the EEOC requirements. Additionally, the EEOC prohibits employee harassment from co-workers or managers because of the mentioned factors above. Therefore, job descriptions should not be skewed towards overburdening or favoring a few workers or managers because of color, race, gender, national origin, or disability, as this would be deemed as harassment. Further, the EEOC discourages workplace accommodation denial for disability or religious belief purposes. Therefore, when creating a job description, human resources should ensure benefits, such as housing, are incorporated and can be awarded to any worker despite their disability or religious affiliation status. Finally, the EEOC does not promote management retaliation because a worker has raised a complaint using legal channels. Therefore, job descriptions should be clear and direct to help managers defend themselves in court if an employee complains of any violations of the EEOC rules.
Describe at least two assessment methods that can be used when recruiting qualified candidates and how those two methods are appropriate for meeting organizational objectives.
Current trends in employee assessments include using applicant tracking softwares (ATS) and designing a corporate talent network. The ATS helps human resources to identify qualified employees electronically by screening their resumes, auto-generating interview requests, monitoring ads, pre-evaluating interview questions, and tracking candidate responses (Chungyalpa & Karishma, 2016). Similarly, firms can create a talent network online that promotes their brand to strategically select appropriate candidates for jobs. Qualified candidates who visit the network can view how the company operates internally and its competitiveness in the market environment. If they are the right fit, candidates will apply for jobs advertised on the corporate network, and assessment processes are shortened because of the same.
References
Awan, S. H., Habib, N., Shoaib Akhtar, C., & Naveed, S. (2020). Effectiveness of performance management system for employee performance through engagement. SAGE Open, 10(4), 215824402096938. https://doi.org/10.1177/2158244020969383
Brown, T. C., O’Kane, P., Mazumdar, B., & McCracken, M. (2018). Performance management: A scoping review of the literature and an agenda for future research. Human Resource Development Review, 18(1), 47-82. https://doi.org/10.1177/1534484318798533
Chungyalpa, W., & Karishma, T. (2016). Best practices and emerging trends in recruitment and selection. Journal of Entrepreneurship & Organization Management, 05(02), 1-5. https://doi.org/10.4172/2169-026x.1000173
Tyler, K. (2018, April 11). A job worth doing: Update descriptions. SHRM. https://www.shrm.org/hr-today/news/hr-magazine/pages/0113-job-descriptions.aspx
U.S. Bureau of Labor Statistics. (2021, May 14). Management occupations: Occupational outlook handbook: : U.S. Bureau of Labor Statistics. https://www.bls.gov/ooh/management/home.htm
U.S. Equal Employment Opportunity Commission. (n.d.). Employers. https://www.eeoc.gov/employers
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Question 
Discussion – Job Description
A job description is a useful tool that describes all the tasks, duties, and responsibilities of a position. The primary function of this assignment is to increase understanding of the critical elements in a job description and its alignment to the HRM process and to talent acquisition. Prior to beginning work on this assignment, read the article Job Worth Doing: Update Descriptions (https://www.shrm.org/hr-today/news/hr- magazine/pages/0113-job-descriptions.aspx), the U.S. Bureau of Labor Statistics’ Occupational Outlook Handbook (https://www.bls.gov/ooh/), the guide Best Practices and Emerging Trends in Recruitment and Selection, (https://www.omicsonline.org/open-access/best-practices-and-emerging-trends-in- recruitment-and-selection-2169-026X-1000173.pdf) and the web page Employers (https://www.eeoc.gov/employers/) from the U.S. Equal Employment Opportunity Commission (EEOC).
In your paper,
Discuss how a job description is a function of management.
Consider the following areas of a job description below and explain how these components contribute to an effective performance management system:
Tasks
Tools and technology
Knowledge, skills, and abilities (KSAs) Education requirements
Explain the legal components in a job description as it relates to the EEOC.
Describe at least two assessment methods that can be used when recruiting qualified candidates and how those two methods are appropriate for meeting organizational objectives.