Questions on designing job descriptions

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Job descriptions are the duties and requirements that are necessary for the recruitment of an employee. It is a list of general chores, duties and role of the employee for a specific and general job. Without job description a person cannot perform his role accordingly. In simple words job description is the basic or main responsibilities that an employee is supposed to perform for any organisation or company. Any job description must contain these things

a) A job summary

b) A list of job function

c) Requirements

d) Other information

a) A job summary

A job summary means detail information regarding the general tasks and duties of the job.

b) A list of job functions

It means the list of those functions and duties that an employee needs to perform his duty.

c) Requirements

For different jobs there are different requirements. The job description must contain the specific requirements for the job.

d) Other requirements

If there are any other requirements for a specific job a job description explains those relevant requirements.



Well organised

There are two types of job descriptions one is known as general job description and the other one is known as specific job description. The difference between both is described as under.


General Job description is a list of general duties and functions that are required for a position. In general job description we will straightway get the knowledge that whom we need to contact for applying a job and we also do not need to read extra details about the company or the job.

If an ad of a job is short and brief and does not explain any specific duty that a person needs to perform then it comes under general job description. For example if there is an ad that says that a company needs a manager, but does not explains any details regarding the requirement of the job. It comes under general jobs description.

In specific job description the employee needs some specific qualifications or skills to perform his/her job. Sometimes it also explains some extra information regarding benefits, allowances and nature of the job. For example if there is an ad that says company needs a manager who must have computer skills, needs some experience in public dealing and also explains the information regarding pay, tax, working hours, then its comes under specific job description.

The purpose of job description is to have the clear summary of liabilities and tasks. Job description plays a very important role in organizational resource management .It develops an organisation in managing and improving the abilities of the people in the following ways:-

a) It provides the origin of assessing job performance.

b) It explains that what an employer is expecting from his employee in the performance of his duties.

c) By job description the grading and pay systems can be organised honestly and rationally.

If there is any dispute or issue of employer/employee job description provides necessary reference tools for that purpose.

e) Job description describes the necessary reference implements for discipline matters.

f) It describes the clear role of the candidate for the job.

g) It describes the structure, rules and regulations for a company or an organization to guarantee obligatory deeds, liabilities and tasks.

It provides foundation to measure performance of a job.

It provides necessary ideas for development and training.

Job description enables an organization to organise its function in a constant mode and by this way an organisation can increase its effectiveness and success.

Q No: design a job description reflecting strategies of recruitment team?

A job description explains duties, abilities, efforts and responsibilities, as well as working atmosphere, experience. RGIS is a company that provides inventory services to its customers.

The job that we have selected for discussion is "AUDITORS" of the company.

Job summary, title and identification

RGIS Inventory takers are members of a team that work together to physically count inventory for company's clients and enter information into RGIS equipment. Inventory to be counted varies from place to place and client to client. The items that needs to be counted are located at different places and various heights. In every store usually Inventory takes 5-6 hours to be done but sometimes it may takes longer than that depends upon the size of the place and numbers of items to be counted. All the auditors are given proper training before starting their jobs, in which they learn how to use the equipment, way of counting, how to work as a team, to give good performance even under pressure, follow company rules, count fast and accurate.

Job duties, responsibilities, requirements, and minimum qualification:

To become an auditor of the company minimum age limit is 18 years. He needs to be able to add, subtract, multiply and divide in all units of measure with whole numbers, common fractions and decimals either with the calculator or 10-key audit. If he has some experience working as team in a customer services that would be preferable. He must have proper CRB check. In RGIS every single employee is given an equal opportunity of getting promotion according to their performance during their job.

An auditor needs to be capable of using hand held computers and other inventory tools. He has to establish average per hour count goals along with accuracy and fast speed. He has to follow all the company polices and procedures. He needs to be capable of working in different shifts and different hours, sometime shorter and some time longer. He should be capable of working in different environments such as warehouse, stores etc. He should narrate information clearly and accurately both in writing form and verbally. He must have the ability to fulfil the other duties as ask by the management. While counting, the auditor has to stand for longer hours and needs to be very efficient. Some time he has to work for extended period of time so he also needs to be flexible. He needs to keep balance while counting stock from ladder as during work he has to use ladder and step up to 8 high. As auditor has to go different places for away and nearby so he should be able to travel by car and plane including overnight stays.

Suitability and general information:

This job is suitable for the person who wants to earn some extra money and want to work with flexible hours. The best thing working in RGIS is that you can work hours of your own choice. In RGIS there are different categories of auditors. In the beginning they are recruited as an auditor but if they work hard and devotedly they can reach the highest post of the company. After auditor they become specialist and then an expert. There are two types of counters one is single scanner and the other one is multiple counter. The person who can do both types of count fast and accurate is known as expert. After becoming an expert there are doors open for the auditors to take further training and to apply for the higher post in the company that is supervisor, area manager etc.

Linkage between marketing and operations:

In concept, it is a modest plan Make clients delay longer, and fewer of them will come back. But real exercise is difficult. Promotion grows a fresh item, service, attraction strategy, etc. These fresh advertising advantage become reasons in changing operating developments that rise customer service. When waiting lines form, a small rise in facility times for each customer enlarges into a weighty growth in waiting time for the customer at the end of the line. The increase in waiting times shakes different market sections inversely, but generally causes a decrease in customer gratification, and therefore, repurchases. Consequently, the marketing creativity has costs, as well as beneficial. Manipulating those prices, though, is far from a simple matter. Blockbuster, Inc., has established a model that joints operating course study, waiting line imitation, actual against superficial waiting times, a customer devotion model, and a monetary ideal to find bottom-line effect from operating deviations of new marketing database.

Lately, industrial influences have been given much less courtesy than promotion issues as a main part in positive company policy. Though, as early as 1969, Harvard University Professor Wickham Skinner claimed that manufacturing was a "lost connection" in business tactic. He recommended that "directors incline to evade participation in manufacturing strategy creation, and manufacturing managers are unaware of business plan and a function that could be a valued advantage and tool of business policy develops an obligation instead. Hayes and Wheelwright recommend that "there has been a rising gratitude that manufacturing can be a tough modest weapon if armed and achieved correctly, and that a key to doing that is the growth of a intelligible manufacturing strategy. In addition, they claim that modest strategy can only be fruitful when industrial strategy works in concert with the other efficient policies.

A current study by Hanna and Stahl establish that the topmost managers of business companies highlight quality/ consistency (first priority in 55% of the cases) and to a smaller grade customer service factors (21% of cases) in their company plans. However, these studies were made among big companies. We started this study to control the grade to which top organization in smaller companies observe the roles of a designated number of industrial and advertising issues in their whole company's policies. We would suppose that trade aspects would be given substantial position in business plan in many corporations since typically the proprietors of small business companies have their background in mechanical extents.

Development in product value and decrease in product price were the two policy features which were mostly designated as the main donors to enhanced firm performance. This result is reinforced by other trainings about the position of strategic factors in trading. On the other hand, in earlier studies, customer service was given a great importance. Less than 10% of the managers showed that they take customer service an important part for development. In the marketing zone, there was a broader variation between companies with respect to the most important factors, and no specific policies seemed to be strongly favoured. Marketing services offered was measured significant by only 7% of the defendants. This result is similar to the position of "customer services" in the procedures.

Numerous studies of the dynamic edge between marketing and operations are found in. Though, most of the previous work has considered the subtleties of the marketing-operations interface using only one product with deterministic requirements. For instance, the above-cited work by Porteus and Whang has measured a single-period model with numerous end-products. The quoted Porteus and Whang model emphases on developing suitable inducements to make the exertions of "selfish" marketing and operations managers result in a worldwide optimum. Neither that model nor the other above-cited models, however, emphasis on connections between different makes and the effect of rivalry.


Marketing estimates of product ingesting and forecasts of the success of imminent marketing policies to trade a product is very vital to operative administration which base product manufacture agendas on marketing estimates and calculations. Though, marketing is an enormously active area and, therefore, a good market model for a specific product group must reflect a wide variety of variables to confirm the best model possible. Heretofore none of the studies or research accepted have adequately carried composed or proposed a combined system which permits for inter-firm collaboration/policymaking between marketing and operative administration using a comprehensive market model which is geared to produce products and permits for numerous contestants, marketing plans, expected customer ingesting, communication with like product brands, and overall market fitness.

The comparative status of these actions and marketing policy aspects for secure presentation was also verified. The consequences of a numerous reversion study, using real trade development as the reliant on variable, specified that the most creative policy features were developments in service to the customer, enhancements in fresh material excellence and upgrading in preparation. However, these policies seemed to benefit only those firms where a) whole business demand was rising and b) there was significant hi-tech alteration happening in the business. Astonishingly, stress on the marketing strategy issues did not seem to be a main causal issue in sales evolution. Upgrading in service to the customer, though, it is also a procedure feature which may have a significant marketing module as well.