This document outlines the course content for a Human Resource Management course. The course covers 8 chapters that introduce concepts such as the definition of HRM, its evolution and development, importance and objectives. Specific topics covered include the HRM environment, job analysis, planning, recruitment, selection, performance appraisal, training, compensation and benefits administration, and labor relations management. The document provides historical context on the origins of managing people and how various management theories like scientific management and behavioral theories influenced the development of HRM. It emphasizes that people are a key organizational resource and that effective HRM is important for organizations to achieve their goals.

1. COURSE TITLE:
HUMAN RESOURCE MANAGEMENT

2. Chapter 1: Human Resource Management (HRM):
An Overview
Chapter 2: Human Resource Management
Environment
Chapter 3: Job Analysis
Chapter 4: Human Resource Planning
Chapter 5: Employee Recruitment, & Selection,
Placement And Orientation
Chapter 6: Performance Appraisal, Training &
Development
Chapter 7: COMPENSATION AND BENEFIT
Administration
Chapter 8: Labour Relations Management

3. After completing this part,
participants will be able to
understand:
1.HRM Definition
2. Evolution & Development of HRM
3.The Importance of HRM
4.Objective of HRM
5. HRM & Personnel Management
6. Model Of Personnel Management
7. HRM Activities
Objectives
Chapter One
Human Resource Management
(HRM): An Overview

4. 4
What is human resource management?
• Before giving an answer to this question, it would
be better to define "management" it self.
• Management can be defined as the process of
reaching organizational goals by working with and
through people and other resources.
• According to Kinard, "Management is the process
of maximizing the potential of an organization's
people and coordinating their efforts to attain
predetermined goals.

5. 5
1.Human Resource Management Definition
Management
•Plan
•Organize
•staff
•Direct
•Control
+
Human
Resource
People
One of the most important resources of
organizations is the-people

6. 6
HRM could be defined in many ways:
• HRM is a series of integrated decisions that govern
employer-employee relations.
• HRM deals with the human element in the
organization, people as individual and groups,
their recruitment, selection, assignment,
motivation, empowerment, compensation,
utilization, training and development, promotion,
and retirement.
Human Resource Management Definition

7. Contd
 Human resource Management refers to the
management of the
 abilities,
knowledge,
skills,
attitudes (KSA) to the best use of organizational
objectives.

8. 8
 Human Resource Management is
the utilization and maintenance
(preservation) of human (people)
resource in organizations in order
to achieve objectives.
Human Resource Management Definition

9. • The origins of managing people can be
traced back to the existence of man as a
social animal.
• Think of the Egyptian pyramid, the Wall of
China, the Obelisk of Axum and the church
of Lalibela
2. HRM History: Evolution & Development

10. 10
• The most documented beginnings were
as a result of the Industrial Revolution,
where the mass production of goods had
significant implications for the ‘employees’
operating this machinery.
•Therefore HRM is as old as the human
society itself.
contd

11. contd
 The Industrial Revolution was characterized
by:
 The development of machinery
 The linking of power to machines
 The establishment of factories employing many
workers, and
 Extensive specialization of labor – that is,
individual workers performing very narrow
tasks

12. At the beginning of the Industrial Revolution
factories in order to maximize profit they
were using :
• Long hours of work
• Minimum pay
• Poor working condition (often
overcrowded, little or no sanitation and
clean water, disease, accidents and death
were common place as a result of the
poor sanitary conditions)
contd

13. 13
• Unsafe working conditions and hazards.
• Women and children were often ‘employed’
in these factories, often receiving no wage
but received shelter and food in return for
their labor.
•This time marked the beginning of trade
unions, and the concept of Marxism and
Leninism.
contd

14. contd
 The consequence of grouping workers into shops and
factories, and the specialization of labor, was a
gradual emergence of more systematic attention to:
 The design of jobs- is the process that determines
the tasks to be performed by individuals and
groups and establishes the rules, schedules, and
working conditions under which people perform
those tasks.
 The choice of workers for those jobs (selection)
 The provision of pay and benefits (compensation),
and
 The welfare of employees both on and off the job

15. Robert Owen (1771-1855) and Human resource
Management
Robert Owen an owner of a textile mill in
Scotland made an attempt to improve the
relationship between workers and owners.
He tried to improve the relationship in his own
factory by undertaking the following:
• Improved working conditions
• Reduced hours of work
• Allowed workers to buy the product of the
factory at cost

16. 16
•Opened school for the children of the factory
•Payed workers even when work interrupted
•Provided meal
•Provided bathroom facilitates
• For the contribution he has made to HRM he is
referred to as the father of modern personnel
management
• He said that workers in organizations need
special attention and dignity or respect.
Contd……Robert Owen

17. Management Theories and Influences on
HRM
A range of management theories have had
direct application to the development of
human resource practices. These include:
• Classical Management theory
i. Scientific management theory
ii. Classical Organizational Theory
• Behavioral School (industrial Psychology)
• Management Science
Integrative Approaches: Systems theory and
Contingency Approach

18. contd
• The two classical approach perspectives are based
on the problems each examined.
• One perspective concentrated on the problems of
lower level managers dealing with the everyday
problems of managing the work force.
• This perspective is known as scientific management.
• The other perspective concentrated on the problems
of top managers dealing with the everyday problems
of managing the entire organization. This
perspective is known as classical organization
theory.

19. Classical Management theory (Scientific
management Frederick Winslow
Taylor)
• Jobs can be scientifically analyzed to find
one best way of doing a job.
• Training ensures employee and job fit
 It emphasizes on improving worker efficiency
through the scientific study of work.

20. contd
 Employees can be scientifically selected to
have confidence and valuable performance.
 He was angry or he was impressed with the
degree of “soldiering” - systematic,
deliberate delay in performance

21. Classical Organizational Theory
 Fayol’s primary focus was the managerial activity,
because he put managerial skill had been the most
neglected, least understood but the most crucial
aspect of business operations.
 He defined managing in terms of the five functions:
planning, organizing, commanding, coordinating
and controlling.
 Part of his thinking was expressed in the 14
principles of effective management.

22. 22
• Max Weber classified organizations by
authority structures as charismatic,
traditional and Bureaucracy (rational-
legal)
• The classical organization theory focused
on the management of the entire
organization unlike the scientific
management theory, which focused on
production.
Contd …..Classical Organizational Theory

23. Behavioral School (industrial Psychology)
 Emphasized on human relations- a general term
used to describe the ways in which managers
interact with their subordinates- based on social
environment of work, individual and group
behavior and interpersonal relationships.
 It has provided important insights into motivation,
group dynamics and other interpersonal processes
in organizations.

24. contd
Elton Mayo initiated the human relations
from Hawthorne studies.
It identified that employees react
positively to management concern,
communication and participation.

25. 25
Modern Management Theories
• This stage of management is the rein of the
refinement, extension and synthesis of the
classical and behavioral theories to
management.
• A few of the streams of this approach are:
1. Systems
2. Contingency

26. Integrative Approaches: Systems
theory
 Systems approach sees organizations as
unified systems with specific inputs, process
and outputs.
 Important features include interaction's
between jobs, technology, environment
(Internal and external) and control
mechanisms.
 HR aspect include communication between
the various subsystems, the coordination of
inputs and outputs, and interaction between
employees and technological systems.

27. 27
Contingency Approach
• Contingency approach contends that every
organization and environment is different and
therefore requires a different approach.
• Scientific management , organization theory,
behavioral science or management science
may or may not apply, according to business
circumstances.
• Victor Vroom and Fiedler among others have
successfully applied this theory to leadership
and management of behavior.

28. Which Theory and Principles to use in
Human Resource Management?
 Application of human resources management theory
differ from the view of scientific management of ‘ one
best way’ hard model of practice to organic soft model
of self control practice.
 Diverse national and industrial relations environment
demand different HRM applications. Thus , an HRM
theory derived from one country such as the US
experience may not be suitable for Ethiopia or other
countries or Japan.
 Application of Human Resource Management need to be
contingent on specific situations

29. 29
Human resource management the key resource
 Management in all areas of life implies achieving goals with
effective and efficient use of organizational resources.
 Organizational resources can be grouped into four major
categories:
 Human resources
 Financial resources
 Physical resources
 Information resources
3. HRM: Roles and Importance

30. 30
• People at work provide pool of knowledge, skills,
creative, abilities, talents, and attitudes
• People design, operate and repair the
technology,
• people control the finance, and
• people use the material,
• people mange information
HRM: Roles and Importance

31. 31
HRM: Roles and Importance
Without the appropriate HRM it is possible that
you will end up in
•Hire the wrong person for the job.
•Experience high turnover
•Have your people not doing their best.
•Have your company taken to court because
of disciplinary actions.
•Allow a lack of training to undermine your
department’s effectiveness.
•Commit any unfair labor practices.

32. 32
32
With good human resource management employee
objectives, organizational objectives and societies
objectives are met
• Employee enjoy their work
• Employees have a sense of accomplishment
in and through their work
• Employees have a high sense of belonging
to their organization and work place
• Employees feel that they are respected as
individuals and their contributions are
recognized and valued
HRM: Roles and Importance

33. 33
•Employees have a feeling to enhance
their competence and perform more
challenging and satisfying task
•Organizational needs are fulfilled
because satisfied employees contribute
to at most of their abilities
•Society will develop and industrial
piece are maintained
Contd …HRM: Roles and Importance

34. 34
4. Human Resource Management Objectives
Human resource management pursue several
objectives.
 The primary objective of HRM is to ensure a
continuous flow of competent workforce to
an organization.
Three categories of objectives include
 owners objectives,
 Societal objective, and
 Political/legal objectives

35. 35
• Owners objectives- Human
resource management contributes to
the objectives of the owners.
• Profit for business organizations.
Satisfy users and owners for non
business organizations.
• Ensure the constant creation and
innovation of employees to the
fulfillment of organizational objective.

36. 36
Social Objectives_ satisfy customers
needs, fair competition, keep societies
welfare including safe products and
healthy environment.
Political/legal objectives-comply
with government laws and regulations,
avoid decimation, allow equal
employment opportunities, fair
treatment, minimum pay, working
hours, Affirmative actions, etc.

37. 37
37
37
5. HRM Model
 There are several models of human
resource management models.
 One of the models considers human
resource management as a system.

38. ENVIRONMENT
ENVIRONMENT
INPUTS
Knowledge
Human Resource
Management Activities
OUTPUTS
Satisfaction of
Employee ‘s
Objectives
Political Economic
Social
Technological
Human Resource Management Model

39. 39
6. HRM & Personnel Management
The two concept are different in
their views of managing people in
organizations.
Human Resource Management
HRM is the modern name given to
the activities called personnel
management.

40. 40
40
40
Personnel Management and Human Resource
Management Some Differences
Bureaucratic control Self control
Personnel HRM
Considers employees as economic
beings, costs
Considers employees as social,
psychological beings, investment,
capital
Considers employees as costs,
expenditure
Consider employees as capital,
investment, profit center
Concentrates on the task or the job Concentrates on people aspect,
their skills, abilities talents
Mechanistic Organic
Greater employee involvement Lesser employee involvement

41. 41
41
41
1. Job Analysis (Job
Description, Specification)
2. Human Resource
Planning
3. Recruitment and
Selection
4. Orientation
5. Training and
Development (Coaching)
6. Performance Appraisal
(Feedback)
7. Encouraging
teamwork
8. Rewarding employees
(Compensation)
9. Benefits and Services
10.Counseling employees
11.Labor Relations
12.Discipline and
Termination

42. 42
After completing this part,
participants will be able to
understand:
1.HRM Environment
2.The External Environment
3. The Internal Environment
4. The Steps in Dealing Environmental
Challenges
Objectives
Chapter Two
Human Resource
Management Environment

43. 1. Human Resource Management Environment
 Human Resource management as a system is affected by
several factors including external and internal environment.
 HRM cannot take place in isolation from the external and
internal environment.
 The functions of Human resources are executed on
permeable systems.

44. contd
 These environments affect the human
resource functions, and shape the policies
and practices of human resource
management.
 Today HRM is much more integrated into
both the management and the strategic
planning process of the organization.

45. contd
• External Environment are those factors that are
outside the organization, they are largely
uncontrollable and provide opportunities and
threats (OT) to the organization.
• The analysis of external environment is some
times called PEST analysis

46. contd
 Major economic, technological, political, and
cultural forces are affecting human resources
management today.
 All are contributing to the growing importance of
understanding how to manage human resources
effectively and to the growing importance of human
resources function in organizations.

47. 47
•Internal environment are factors
within the organization, they constitute
the strengths and weaknesses
(SW) of the organization.
•The analysis of the internal and
external environment together is called
SWOT analysis

48. External
Environment
• Political/legal
• Economic
• Social
• Technological
Internal
Environment
• Vision, mission,
• Organizational
leadership styles
• Organizational
Structure
• Nature of the task
• Work groups

49. Political/Legal- Governments make different
laws that require HRM to respect. Laws include:
• Equal employment opportunities,
• Affirmative actions
• Compensation and benefits
• Safety and health,
• Hours of work, holidays,
• Industrial relations etc.
2.The External Environment

50. 50
The Legal Environment of HRM
Equal Employment Opportunity
Discrimination
• Forbids discrimination in all areas of the
employment relationship.
• Employment based on age, sex,
disabilities, national origins (ethnicity),
religion, compensation (payment on
similar jobs) etc.

51. 51
The Legal Environment of HRM (cont’d)
Affirmative Action
• Governments encourage Affirmative action
the commitment of employers to
proactively seek out, assist in developing,
and hire employees from groups that are
underrepresented in the organization.
• Various executive orders, require employers
to develop affirmative action plans and
engage in affirmative action in hiring
veterans and the disabled.

52. contd
 Affirmative Action is taken for the
purpose of eliminating the present effects
of the past discrimination.
 Such as women, and the disadvantaged
groups of the society.

53. 53
8–53
The Legal Environment of HRM (cont’d)
Compensation and Benefits
– Fair Labor Standards Acts
 Sets a minimum wage and requires
overtime pay.
 equal pay for equal work, hours of work,
holiday, leaves, etc

54. 54
The Legal Environment of HRM (cont’d)
Compensation and Benefits
Employee Retirement Income Security
• Sets standards for pension plan management
and provides federal insurance if pension
plans go bankrupt.
Family and Medical Leave Act
• Requires employers to provide up to 12
weeks of unpaid leave for family and
medical emergencies.

55. 55
The Legal Environment of HRM (cont’d)
Health and Safety
Occupational Safety and Health Act
(OSHA) requires that employers:
• Provide a place of employment that is free
from hazards that may cause death or
serious physical harm.
• Obey the safety and health standards
established by Occupational Safety and
Health Administration
(OSHA).

56. 56
56
The Legal Environment of HRM (cont’d)
Labor Relations
Sets rules on how employers and
employees relationship is
governed
• Joining union
• Establishing union
• Bargaining in good faith etc.

57. Technological environment-
The world has never before seen technological
changes occur as rapidly as they are today.
 Technologies have an impact on HRM by changing
the entire working methods.
 Technological change will continue to shift
employment from some occupations to others, i.e.,
labor-intensive and clerical jobs will decrease while
technical, managerial, and professional jobs will
increase

58. Economic Environment
 Economic parameter like GNP, per capital income,
an employment rate, inflation rate, etc affects HRM.
 If the economy is booming and unemployment rate
is low, it may be harder to acquire and retain the
staff.
 In times of economic decline, unemployment rate
increases and a greater choice of labor is available
to the employer

59. Socio-Cultural Factors
 These factors are created by the society on human
resource management, such as demographic
factors and culture.
 Demographic factors describe the composition of
the workforce, such as age, sex, race, and
language.
 Culture is the belief and custom (religion) of the
society. It affects the attitude and activities of
workers.
 HR managers need to understand the culture and
society from which their employees are recruited.

60. • An internal environment is the
environment that exists inside the
organization.
• Vision, mission, objectives and strategies-
HRM require to align its activities to these
requirements.
• Styles of leadership-the styles of management
whether it is autocratic, democratic or laissez fair
• Organizational Structure- Number of positions
and relationships
3. The Internal Environment

61. contd
• The work group- Whether the work group is supportive
• Nature of the task- whether the job is attractive or
repulsive
 The elements of the nature of the task include: Degree of
physical exertion, Working environment, Physical
location, Degree of human interaction

62. © 2008 by Prentice Hall 1-62
Summary of Human Resource Management Environment
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
1
Human
Resource
Management
Other
Functional
Areas
Operations
Marketing
Finance
Legal
Considerations
Economy
Technology
Society
Shareholders
Unions
Customers Competition Labor Market
Organizing
Unanticipated
Events

63. The Steps in Dealing Environmental
Challenges
1-63
Monitor the
environment
Evaluate the
impact
Take
proactive
measures
Obtain and
analyze
feedback

64. 1. Monitor the
environment
 Human resource managers must be always informed
about new changes in the environment.
 They can scan the environment through professional
associations, attendance of seminars, furthering their
formal education, reading newspaper and magazines,
and browsing the internet.

65. 2. Evaluate the impact
 After human resource managers acquire new
information about changes in the environment, they
should:
 analyze and evaluate the impact of the environment
on the organization’s human resource management

66. 3. Take proactive
measures
 Once the impacts of environmental changes are
evaluated, human resource managers implement
approaches that help the organization to reach its
goals by the aid of human resources.
 Note that, there are two opposite approaches of
human resource management, reactive and
proactive.

67. contd
 Reactive human resource management occurs
when decision makers respond to human
resource problems, i.e., after the actual problem
happens.
 Proactive approach of human resource
management anticipated human resource
problems and correction action begins before the
problem arises.
 To give effective and efficient solutions to human
resource problems, human resource managers
should take proactive measures

68. 4. Obtain and analyze
feedback
 The results of proactive measures taken by the
HR manager are evaluated to see if the desired
outcomes are achieved.
 It help the HRM for closing rooms for other
related problems

69. 69
69
After completing this part,
participants will be able to
understand:
1.Job analysis definition
2.Who is involved in JA
3. Components of JA
4. JA Steps
5. JA Potential Problems
Objectives
Chapter Three
Job Analysis (JA)

70. 70
 The reason why people are required in an
organization is to fill job vacancies and to do the
job.
 This requires HRM to understand the nature of
the job and the nature of the person required for
the job.
 Job analysis is a systematic process of collecting
and making judgment about all of the important
information related to the nature of the job.
1. Job Analysis Definition

71. contd
 In simple terms job analysis may be understood as
a process of collecting information about a job.
 It is the determination of the tasks which
comprise the job and of the skills, knowledge,
abilities, and responsibilities of the jobholder for
successful job performance.

72. When job analysis is needed?
Job analysis is performed on the
following three occasions:
when the organization is formed
When new jobs are created in the organization
When jobs are changed (change in nature of jobs),
because of new technologies, working methods,
procedures or systems
 jobs that are difficult to learn and perform.
1-72

73. 73
 Job analysis objectives are to achieve information
on the following job and person aspects.
•What a worker does-workers function
•How a worker does-methods and techniques used
•What aid is necessary-machines tools, experts etc.
•What qualifications are necessary-knowledge,
skills, abilities, experience
•The output of job analysis are job description and
job specification

74. 74
The Multifaceted Nature of the
Job Analysis
Job
Analysis
Recruiting
Selection
Strategic HR
Planning
Employee
Training
Employee Development
Performance Appraisal
Compensate
Safety and Health
Labor Relations

75.  Job Analysis has two components-job
description and job specification
Job Analysis
Job
Description
Job Description—a listing of
the job’s duties; its
working conditions; and
the tools, materials, and
equipment used to
perform the job. It
identifies the picture of
the job
Job
Specification
Job Specification—a listing of
the skills, abilities, and
other credentials the
incumbent jobholder will
need to do a job. It identifies
the picture of the person.
2. Components of Job Analysis

76.  The following are items frequently included
in the job description:
 Major duties performed
 percentage of time devoted to each duty
 performance standards to be achieved
 working conditions and possible hazards
 number of employees performing the job and to
whom they report

77. contd
 Job specification is a document containing the minimum
acceptable educational and experience qualifications.
Job specification should include:
 Physical characteristics, such as height, weight, sight, physical
structure, Health, etc.
 Psychological characteristics, such as decision making ability,
analytical view, mental abilities, etc.
 Personal characteristics, such as behavior, enthusiasm,
leadership qualities, etc.
 Qualification and experience, such as academic qualification,
experience, training etc

78. Job analysis provides the following information
about the job
 Purpose of the job: why the job exists, what the
jobholder is expected to contribute and what the job
seeks to contribute.
 Job content (tasks and duties):The nature and scope of
the job in terms of the tasks to be performed and duties
to be carried out
 Job context: This specifies working conditions i.e.
physical working conditions, health and safety
consideration, work schedule, information about
incentives and motivations, the number of people
interacting and their interaction.

79. contd
 Organizational factors: The reporting relationship of a
jobholder i.e. to whom he or she reports.
 Human or work requirement: Information regarding
human requirements of the job, such as job-related
knowledge or skills (education, training, work experience
etc.) and required personal attributes (aptitude, physical
attitudes, personality, interests, etc)

80. contd
 Performance standard: It provides information about
expected performance levels (in terms of quantity, quality, or
speed for each job duty) by which an employee will be
evaluated.
 Machines, equipment’s, and work aids: Included here would
be information regarding products made, raw materials
processed, tools knowledge dealt with or applied (such as
finance or law), and services rendered (such as counseling or
repairing).

81. 81
1. Determine the purpose of the JA
2. Gather Information about jobs to
be analyzed
3. Write the job Analysis
4. Obtain Approval
3. Steps in Job Analysis

82. 82
Job analysis serves several purpose of HRM
• How do you want to use the JA?
• Legal requirement
• Manpower Planning
• Recruiting
• Selection
• Performance appraisal
• Training
• Compensation
• Others
3.1 Determine the Purpose of JA

83. 83
3.2 Gather Information about Jobs
• Decide which jobs to include in the job
analysis project
• For similar jobs select representative jobs
• Different methods of gathering data include:
1. Interviews
2. Questionnaire
3. Observation
4. Diary/Logs
5. Critical Incident Technique (CIT)

84. 84
 Interview Method
– This method provides an opportunity for
the interviewer "to explain unclear
questions and probe into uncertain answers
(Werther & Davis, 1996).
• Although, the interview method is time-consuming
and expensive, but the method ensures a high level
of accuracy.
Methods of Gathering information

85. contd
 Frequently, both the employee and the employee’s
supervisor must be interviewed to obtain a complete
understanding of the job.
 This method is expensive because of the number of
people involved, and it usually requires the presence of
a representative from the HR department as a
mediator.
 For certain difficult-to-define jobs, group interviews
are probably most appropriate.

86. 86
 Questionnaires
 The questionnaire is a widely used
method of gathering data on jobs.
 A survey instrument is developed and
given to employees and managers to
complete.
– Employees answer questions about the job’s
tasks and responsibilities
– A task is an identifiable work activity carried
out for a specific purpose, for example typing
a letter.
contd

87. Questions like these will be included:
 Information input. Where and how does the worker
get information to perform the job?
 Mental processes. What reasoning, decision-
making, and planning processes are used to perform
the job?
 Work output. What physical activities and tools are
used to perform the job?
 Relationship with others. What relationships are
required to perform the job?
 Job context. What working conditions and social
contexts are involved?
– The questionnaire method is quick and
economical to use.

88. 88
 Diary Method/ Employee Log
– Incumbent Employees record information
into diaries of their daily tasks
 Record the time it takes to complete tasks
– Must be over a period of several weeks or
months
• Although this approach sometimes generates
useful information, it may be burdensome for
employees to compile an accurate log.
contd

89. 89
89
 Observation Method
– Analyst observes incumbent
 Directly
 Videotape
– Useful when job is fairly routine
– The observation method is slow and less
accurate than other methods.
contd

90. 90
90
 Critical Incident Technique (CIT)
– Takes past incidents of good and bad
behavior
– Organizes incidents into categories that
match the job.
– The CIT is helpful in illustrating to an
employee what kind of behavior is required
for the job.
contd

91. 91
3.3 Write the Job Analysis
 Many organizations write as job description
combining both job description and specification.
However it can also presented in two parts as job
description and specification.
The following Items are common to both job
description and specifications
1. Job Identification (Title, Date, Approvals,
Supervisor’s title ,Salary, Grade level)
2. Job Summary (General nature, Major functions
or activities, Includes general statements)
3. Relationships (works with who)

92. 92
Job Description
1. Job Identification (Title, Date, Approvals,
Supervisor’s title ,Salary, Grade level)
2. Job Summary (General nature, Major
functions or activities, Includes general
statements)
3. Relationships (works with who)
4. Responsibilities and Duties (Limits of
authority, what is done-such as sales, lifts, drives etc.)
5. Standards of Performance (Quality,
quantity etc.
6. Working Conditions and Physical
Environment

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Job Specification
1.Job Identification (Title, Date, Approvals,
Supervisor’s title ,Salary, Grade level)
2.Job Summary (General nature, Major
functions or activities, Includes general
statements)
3.Relationships (works with who)
4.Qualifications
5.Experiences
6.Behaviors

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Restaurant Manager
Job Summary:
Plan, organize, direct, and coordinate the workers and resources of the restaurant for the
efficient, well-prepared, and profitable service of food and beverages.
Tasks and Duties:
1. Work with chefs and other personnel to plan menus that are flavorful and popular
with customers. Work with chefs for efficient provisioning and purchasing of
supplies. Estimate food and beverage costs. Supervise portion control and
quantities of preparation to minimize waste. Perform frequent checks to ensure
consistent high quality of preparation and service.
2. Supervise operation of bar to maximize profitability, minimize legal liability, and
conform to alcoholic beverage regulations.
3. Work with other management personnel to plan marketing, advertising, and any
special restaurant functions.
4. Direct hiring, training, and scheduling of food service personnel.
5. Investigate and resolve complaints concerning food quality and service.
6. Enforce sanitary practices for food handling, general cleanliness, and maintenance
of kitchen and dining areas.
7. Comply with all health and safety regulations.
8. Review and monitor, with bookkeeper or other financial personnel, expenditures
to ensure that they conform to budget limitations. Work to improve performance.
9. Perform other duties as assigned by management.
Qualifications:
1. Bachelor of Science degree in hotel/restaurant management is desirable. A
combination of practical experience and education will be considered as an
alternate.
2. Good organizational skills for dealing with diverse duties and staff.
3. Pleasant, polite manner for dealing with public as well as staff.
Reports to: Department:
Supervises: Division:
Date: Approved:
Source (revised from): http://www2.hrnext.com/Article.cfm/Nav/2.4.0.0.6719.0

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Importance of Job Analysis:
• provides realistic information on what a job will
be like.
• helps to identify groups of jobs for which a
single (cognitive) ability test might serves as a
predictor for future performance.
• provides information needed to develop jobs
relevant for training programs.
• helps superiors and workers to clarify conflicts
and ambiguities in workers roles.

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Employees may resist JA because
 Resistance to change
 Possible changes to job duties
 Changes to pay
 Lack of trust of consequences
4. Potential Problems of JA

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5. Who is involved in the job
analysis?
• Management
• Supervisors
• Job analysts
• Job incumbent
• Unions
• Consultants