Executive Summary.docx

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Executive Summary

The objective of this research was to study the

relationship between job analysis and job satisfaction by

using a qualitative research method.

This study is based on a company case. The main

problem with the Jay.D Solutions concept was that the

employees were stressed and unsatisfied with theorganiation of the wor! flow and this resulted in a lac!

of quality in customer service and inefficiency at wor!

and was prone to many outbrea!s. These problems were

related to the missing job analysis charts and job

descriptions. Therefore" there was a real need to

thoroughly analye the wor! of everyone. The objectives

were to clearly describe the main duties and clarify theresponsibilities of each tas!.

The goals of this research are" first" to define the Job

analysis charts for different tas!s in the company and"

second" to analye the impact of the job analysis charts

on the productivity and on the employees# job

satisfaction.

The findings of this research indicate that the job

analysis helps to improve job satisfaction. $e will show

that the employees are more efficient and happier at

wor! when the daily duties are established% in addition"

job analysis helps to improve customer service.



&owever" these results can only be applied to this

particular case and can#t be generalied.

'E($)*DS+

Job analysis ,J-" Job Satisfaction" Job analysis /hart"

Job Description ,JD" 0roductivity" /ustomer Service"

1anagement

/ontents2.3 4ntroduction.................................................................. ........................



2 4ntroduction

2.2 /ase company introduction

Jay.D Solutions is a company that imports and exports

readymade garments" -ccessories" 1aterials for nearly 5

decades. The company currently maintains relationships

with countries such as -merica" /anada" -ustralia" and

/hina. /urrently with a wor! force of over 263

employees the company in the past had a significant

employee turnover. $hen you operate in an organiation

this small with generally !nown as a small organiation.)ne employee#s dissatisfaction could impact the rest of

the team rapidly and force the company to a standstill.

The goal of the company was to expand in 5325 to open

an administrative office and acquire new business

through online mar!eting. Even though they were



acquiring new business the expansion was ta!ing a toll

on the employees. Due to the regular orders and the

number of employees hired was also increasing

employees and the employers were having regular

conflicts and the employee turnover was on the rising.

)ne of the main reasons 4 identified was the company

was unable to face this ordeal due to lac! of a fully

operative &* department due to the fact that the

company was a family run business the need of proper

&* department was thought oblivious. 7ortunately thiswas identified sooner and the company decided to recruit

an &* consultant to improve its business and employee

satisfaction.

4 was able to visit and spea! to the /urrent &* manager

at the /ompany 1iss *oana De 8ilva and discussed as

to what challenges the company faced before the expertswere brought in and what the company today has

achieved due to the implementation of &* techniques.

2.5 9ac!ground information

$ith my own experience wor!ing at a multinational

company" how matters related to &* were mitigated waswe were given proper guidance and information as to

what is expected from us and we were revised half

yearly to !now what areas we have not followed or

should improve. This was common for superiors too so

ultimately the company#s overall goals are met

simultaneously. 'eeping this in mind one of the



fundamental issues 4 saw in this company was that

although the employees !new they wor!ed" for example"

as a quality controlled supervisor" an operations manager

or shift manager" the actual tas!s to be performed were

not clear enough. 4t was noted that" with the job analysis

not yet established" tas! related conflicts and tensions

were often present between the managers and the

employees. &owever with advice from the new &*

Department the company decided to address and loo! for

solution through Job analysis.

5 :4TTE*-T;*E *E<4E$

5.2 Job analysis

5.2.2 Definition of job analysis

9ratton = >old define job analysis as the process of

collecting information about the content of a specific

tas!. The purpose of a job analysis is to identify the

differences and similarities between different jobs and

achieve !nowledge and requirements on jobs in the

organiation. Job analysis is needed in order to prepare a

job description and job evaluation. 4t should includeinformation such as the nature of the job" the purpose of

the job" the tas!s included" the expectations and the

position in the hierarchy of the company. The

characteristics of the employee should also be analyed

in the job analysis. The job analysis consists of

collecting data and applying it by preparing descriptions"



specification and standards for the job. 4nterviewing

current employees and a job analysis questionnaire will

be used as tools to gather information on the duties"

responsibilities" abilities and performance standards on a

specific job. ,9ratton = >old 533?" @62A@65

7igure 5 4mportance of Job analysis



Job analysis seems to be one of the most important parts

in &uman *esource planning. 4t will help the

organiation inside the company to establish good Job

specifications.



-ccording to Sophia Serret" there are four !ey points

about job analysis+

A - job analysis does not refer to a single

methodology but rather to a range of techniques.

A - job analysis is a formal" structured process

carried out under a set of guidelines established in

advance.

A - job analysis brea!s down a job into its

constituent parts" rather than loo!ing at the job as a

whole.

A - job analysis focuses on the job itself" not the

incumbent in the job. ,Sophia Serret" 533B"2

The objective for a company is to get the right person for

the right job. The cost and time to hire" educate and

integrate a new person to a group are extremely high.The

results of a good job analysis will increase the quality of

the job interview for the employment process.

5.2.5 Job descriptions



Job analysis consists of collecting data and applying it

by preparing job descriptions" job specification and job

standards. ,9ratton and >old" 533?" @65 Therefore" a

job description is a result of a job analysis. $here the

job analysis describes the general requirements of a

certain job" the job description will explain in detail the

different tas!s to accomplish during the day. CThe

process to ma!e a job description is to have a strong

reflection on the available sources of expertise.

,*ichard -. Swanson" 533?" 23

The principle of a job description is to identify the

essential function of a wor!. )ne of the main objectives

of a job description is to be used as a tool during the

recruiting process. The job description should be enough

descriptive but also very clear to understand. Job

description will give the opportunity for the team towor! together and faster. 4t will increase also the good

feeling of the employees. The job descriptions can be

multipurpose tools that can be used in every aspect of

the employment process. ,-rthur = Diane" 533F" ?B

7igure Developing job descriptions

The first tas! of managers is to obtain existing job

descriptions" if available. The second is to ma!e many

interviews with specialists" experts" employeesG )nce

they have enough information about the different tas!s

and duties" managers have to draft the job description to

solidify it. 7or the review" employee and manager have



to meet and tal! about it. They can discuss together and

approve or modify the structure and the content.

7or our particular case" the job descriptions are

principally based on two things" wor! flow analysis and

communication in between employees and managers. 4n

order to ma!e a wor! flow analysis" the company has to

analye the customer needs and analye the services and

the goods that the company has to offer% analye the

input and output and establish a wor! flow to optimiethe production.

7igure F $or! flow analysis" &uman *esource

1anagement+ >aining a competitive -dvantage" HIe

oe" *aymond -. 533B

The communication between employees and managers plays a very important role in the company and can have

a great impact on the job performances as well. ,/oro

Starndberg" 533B" 53 7or some employees" it is difficult

to analye and define their tas!s and to discuss about it

with other employees andIor managers. 1anagers are

under high pressure with their wor! and do not have

much time to discuss. )ne of the major objective of themanagers in the company is to manage the company in a

profitable manner. - survey conducted by S&*;1"

,figure H has shown that setting clear goals in the

company will have a positive impact on the overall

satisfaction of the employees. The financial crisis has

had a negative impact on many companies and their



management" as the focus has switch on the economical

situation of the company rather than the well being of

the employees.

4mproved communication in the company between

managers and employees can provide the wor!force with

direction.

7igure H 4mportance of communication between

employees and senior management 5322

-s shown in the column above" employers should ta!e

into consideration feedbac! of their dialogue with their

employees and translate them into measurable actions

that fit into their organiations# strategic plan. These

actions will need to have both shortAterm and longAterm

results.

5.5 Job satisfaction

Job satisfaction has been an important focal point for

organiational and industrial psychology. $hen defining

job satisfaction the reference is often made to :oc!e#s

,2B?H description of the job satisfaction as a

Cpleasurable or constructive emotional state ensuingfrom the evaluation of one#s job or job experiences

,Jex" 5335"22H. The appraisal contributes various

elements allied to the job such as salary" wor!ing

conditions" associates and leader" career visions and" of

course" the aspects of the job itself ,-rnold et al 2BB6 p.

53.



Job satisfaction is connected to how our individual

expectations of wor! are in congruence with the results.

Since a job satisfaction is merely an employee#s attitude

about his or the job" beforehand debated theories

regarding attitudes are valid to job satisfaction.

/onsequently job satisfaction can be seen as holding

three components+ an affective component" a cognitive

component and a behavioral component ,Jex" 5335"

22H. $hereas the affective component alludes to a

feeling about a employment" the cognitive component performs a belief in regard to a job. 7requently" these

two aspects are allied. The behavioral component is an

indicator for behavioral intentions to a job such as

getting to wor! in time" wor!ing hard" etc. ,:ise 1.

Saari and Timothy -. Judge" 533

7igure ? 4mportant aspects of employee job satisfaction"5322

5.@ The impact of job analysis on job satisfaction

4n order to analye the impact of job analysis in the

company" the managers need to discuss with employees.

4n this particular case" the managers had the opportunityto wor! with the same employees before job analysis

was conducted. The result of the discussions between

managers and employees demonstrate that employees

feel much better at wor! after the job analysis charts

were implemented at wor!. 4f managers want good

results from the job analysis" a good communication



inside the company is necessary. $e can explain the

tas!s by ma!ing and publishing the job analysis charts

but" without any discussion with employees" the results

are deemed to be unsuccessful. - daily communication"

meeting with employees and discussing the job

descriptions will probably help and improve the efficacy.

,Snell and 9ohlander" 532@" 2

Employees seem to receive a lot of satisfaction from

doing a Kwhole# piece of wor!. This is li!ely to happenwhen the job has a distinct beginning and end which is

clearly visible to the employee and to the others. 4t is

important that employees see the end results of the wor!

they have produced either on their personal wor! or as a

part of a team or a group.

9y using the job description it is easier and faster to get

in or simply integrate the group or the company.

Employees need to feel responsible of their wor!. They

have the challenge to be a part of the company. 9y

reading their tas!s" they can clearly see the objectives of

the day and the tas!s that they have to accomplish.

Employees have to understand the main goal for the

company. 4n addition to understanding the goals of thecompany" the satisfaction for employees will be to be a

part of the success by receiving responsibilities.

Job descriptions give also the opportunity to employees

to wor! in autonomy or in group. 7or example" at some

point of the day" the needs of employees can increase

because of customers# needs.



$or!ing in a safe and healthy environment performs the

role and the outcomes of the employees in the company.

9y using the charts of the job descriptions" employees

understand their reporting relationships. 7or example"

employees !now how and when they have to report

results or problems within company environment.

Employees seem to need tas!s that develop selfAesteem.

,/hristopher 0.ec!" 533H" @6@ - job should give the

opportunity to employees to be themselves when theyare on the wor! place and also a part of the group when

the project needs to be many. 0ositive attitude at wor!

gives good feeling to the others cowor!ers.

1anagers have to give feedbac! to employees on the

outcomes and performances. Job analysis will help to

analye the wor! of each employee. 4t will be easy to see

the development needs or the positive result of theirwor!s.

5. /hapter summary

Establishing a clear job analysis for employees will have

a positive impact on the employee overall satisfactionand motivation at wor!. ,Snell and 9ohlander" 5322"

?3@ Snell and 9ohlander justify their claim by four

following points+

A Job enlargement



4n defining the tas!s that should be performed in a

particular job" the managers can extend or reduce the

responsibilities that employees are endorsed with. Those

adjustments are possible" because all responsibilities are

clearly described in the job analysis.

A Job enrichment

The job analysis could also be used to highlight the

needs for training and education for the employees and

increase their interest and motivation to wor! in the

company.

A SelfA1anaging wor! teams

9y defining clear tas!s for employees it gives the

opportunity for managers to empower employees in their

every day wor! by creating self wor!ing team.

A 7lexible wor! schedules

$hen employees are clearly aware of their targets

through the job analysis" it provides the opportunity to

introduce more flexibility in their time table. ,Snell and

9ohlander" 5322" ?3@

4n other words" it seems to be an obligation for all theorganiations to establish a clear asset on what the

individual is supposed to do in the company. 4t gives

satisfaction to the individual to understand why he or she

is wor!ing every day" what are the objectives of the

company and to build a good relation with managers and

other employees. The company gets improved results



because employees are motivated and create energy

inside the company. ,Julie 1alveaux"

5322

2.@ -reas of challenge



The &ello /afe needs to organie employees# wor! in a

more efficient way. 4n order to improve the employeeLs

productivity" it has been agreed with the management

that there#s a need to analye the tas!s that every

employee is supposed to perform in order to establish the

job analysis charts that define all the job specific tas!s

and duties. 4n the catering business" one of the !eys to

customer satisfaction is clearly connected to the overall

happiness of the catering personnel at wor!. 4f an

employee is happy" he or she will serve the customeraccordingly. )n the other hand" an unhappy employee

can have a negative impact on the overall customer

satisfaction.

-fter many discussions with employees" we identified

multiple areas and tas!s that were not clearly defined for

&ello /afe employees in our restaurant. The mainobjectives for this bachelor thesis will be to answer the

following questions+

A $hat are the expectations for every job and tas!

that needs to be performed in&ello /afeM

A &ow the job analysis can be used to increase the

overall employee satisfactionMA $hat are the outcomes of the job analysis for

managers" i.e. how can everyemployee help the company

to achieve the common business goals by following the

job analysis chartM



2. )bjective and research questions

$hat 4 am supposed to doM $hy 4 am hereM $hy my boss is in the office all the timeM $hat are my

responsibilities in the companyM The answers to these

questions are often not clear to the personnel"

particularly to new employees who have just joined the

company. )ne of the main challenges and duties for

managers is to educate the employees to adopt the

company#s inner culture and values so that they can bethen reflected to the customers.

-fter many years spent as a chef de cuisine" 4 figured out

that directors and managers do not give clear enough

orders and requests to employees. 4t is necessary that

employees and managers understand each other in order

to optimie the quality of their daily wor!. 9y writing

this 9achelor thesis" 4 am hoping to clarify andemphasie the different tas!s that need to be performed

as routine assignments on daily basis. 4 am also hoping

to improve the relationship between the employees and

the overall wor!ing environment in order for employees

to feel more comfortable at wor!. The main objective of

this research is to improve the wor! of employees by

clarifying the tas!s. $e hope that the job analysis willincrease the quality of the wor! for the employees and

managers and increase their overall job satisfaction.

-nother objective of that research is also to try to create

a positive environment where the job analysis could be

used to stimulate the sales. 1anagers receive directives



from the mother company which aim to increase the

overall sales and" sometimes" this seems to happen at the

F 74D4>S -D /)/:;S4)

4t became clear that the job analysis has to be redefined

regularly during the year. The fundamentals are now

established but it is good to refresh the list in order to

!eep it updated. The idea is to optimie the tas!s foreveryone after different meetings with employees and

managers during the year.

The purpose of this thesis was to answer the following

three questions+

A $hat are the outcomes of the job analysis for

managers" i.e. how can every employee help thecompany to achieve the common business goals by

following the job analysis chartM

A &ave the job analysis had any impact on the job

satisfaction of employeesM

A /an we see the impact of Job -nalysis on daily

wor! and can we evaluate the impact on the customerservicesM

F.2 The outcomes of the job analysis for managers

F.2.2 The productivity has increased

9y following the job analysis chart" each of the

employees has learned to help the company to achieve



the common business goals. -fter the implementation of

the job analysis charts" the overall productivity has

increased. 7or example" the wor! analyses have been

very useful for managers in order to define the quantity

of employees needed at wor! during different moments

of the day. The charts have helped to add employees

during the busy moments and remove employees at the

moments where there weren#t many customers. 9efore

the job analyses were written" the problem for the

company and managers was a lac! of clear definitions of the tas!s of each employee. 9y !nowing exactly the

nature of the tas!s and the possibility for everyone to

adapt or change their wor!" managers were able decide

to adapt the situation to have better results and to

enhance the productivity of the restaurant.

F.2.5 The sales have increased4t seems that if the productivity for a company is

optimal" the sales will automatically increase. The

increase in &ello /afe Tur!u sales was 53N. )f course

it#s not only because of the job analysis but" as

employees organied their wor! better" they became

more productive at wor! and had more time to improve

the sales and focus on the customers.

The impact of the job analysis can be visible on the sales

per customer receipt as the employees managed to

propose additional products to customers. $ith SS0"

employees have to propose always one product to the

customers to ma!e additional sale and" with the charts"

the employees made more effort on that point. 4n



addition" they received more training for successful

additional sale as the managers had the possibility to

adapt the timetable to organie the trainings.

9efore the job analysis charts" the average sale per

customer was ?"63O. -fter training on additional sales"

customers were buying more and the new average is

6"53O. 9ased on the feedbac! given by the customers in

&ello /afe Tur!u during the lunch" managers could

notice that the customers are very satisfied by the service provided by the employees in the restaurant. Therefore"

the customers spend more money and the restaurant gets

new customers.

F.2.@ The relationship between 7inavia and SS0 has

improved

7or Select Service 0artner 7inland" it had sometimes been complicated to understand the decisions made by

7inavia or to explain the company#s own points of view.

4n addition" it had also been difficult for 7inavia to !now

which person they had to contact within SS0 7inland to

discuss the projects and developments. The job analysis

helped both sides to understand how &ello /afe concept

wor!s and what the needs of &ello /afe are.F.2. *outine tas!s are better defined

Job analysis for &ello /afe has given the opportunity for

managers to install some routine at wor!. 4n catering

business" the wor! days are very different from one

another but one thing remains the same% every day is



extremely busy. 4mplementing well defined daily routine

tas!s has made the employees wor! better. ow that

employees !now what they have to do" they improve

their daily wor! and get more space for the unexpected

tas!s.

F.2.F The job analysis has improved the customer

satisfaction

>ood job analysis in the company has improved the

customer service. The employees seem to get more

focused on the customer service when they !now the

targets of the company and their objectives at wor!.

&owever" it#s difficult to calculate the impact of the job

analysis charts on the customer service as such a short

time has passed after the job descriptions were made.

9ut we#ve noticed that" when customers come inside therestaurant and see that there#s a good organiation and

people are smiling" they get happier. The objectives for

the company are to answer all the demands from the

customers P although customers can sometimes be very

demanding. 4f the employees have received good

training and !now how to use their job analysis charts"

they will be able to satisfy the customer#s demands and provide high standard quality service.

To measure the quality of service" SS0 7inland buys the

1ystery Shopper service from 1ar!et 7orce. 1ystery

Shopper refers to a mar!eting tool that is used to

measure employee efficiency and integrity. The 1ystery

Shopper" whose identity is un!nown to the establishment



being evaluated" evaluates the quality based on how the

service is provided in the restaurant and how satisfied

the customer gets. 9efore the job analysis" the average

customer satisfaction grade was 65N" afterwards it

increased to BN. $e can clearly see that all the training

and new organiation in the company has given new

!nowledge to employees. This impact on the customers

is very positive for the company and for the service in

&ello /afe.

F.5 The impact of the job analysis on the employees# job

satisfaction

F.5.2 The job satisfaction has improved

-fter meetings and discussions with employees" we

discovered that they were happier to come to wor!. The

satisfaction at wor! varies on individual basis but" it wasobserved that as the tas!s for everybody were clear and

established" all the employees became happier in their

job. The improved job satisfaction was measured by

observation" discussions and positive feedbac!. -s a

member of the team" it was easy to get feedbac! from

everyone during the daily wor!. During the discussions

and the meetings" we could get feedbac! from theemployees. 4t helped us to update the job descriptions

and" as a consequence" improve job satisfaction. $e

noticed that employees are very proud of themselves

when they are able to participate and give feedbac!. The

job analysis showed the employees how the company

can get better results by clarifying their tas!s.



F.5.5 Stress and pressure have reduced

9ecause the employees !new their daily tas!s" they became less stressed and more satisfied at wor!. 9efore

the job analysis" the biggest stress seemed to have been

that the employees didn#t !now what to except for the

next day" ie. how the person wor!ing the day before had

managed to ma!e preparations for the next day. They all

wanted to wor! well but" often some tas!s were not

finished as they should#ve been. Sometimes this was dueto the fact that tas!s were simply forgotten. $ith the help

of the job analysis charts" the employees could mar!

each tas! as done and verify this before departure. This

simple step too! away a lot of stress and pressure from

the person leaving for the evening and the one coming to

wor! in the morning.

F.5.@ $or! is done faster as it#s well organied

-t the beginning of the new process of using the job

analysis charts" employees didn#t appreciate the lists of

the tas!s. 4t is true that when you read on a small paper

what you have to do during the day" the list loo!s very

long. -fter using the charts" they started to understand

the objectives of the job analysis and finally" they werehappy to use them because they could finish routine

tas!s faster and organie their wor! better.

4n catering business" wor! day is very busy. )ften the

employees don#t thin! they have time to ta!e any brea!s

or even to have lunch. -fter analying the daily wor!

and establishing the responsibilities of everyone" the



possibility to add the brea!s to a wor! day was easier for

managers. This is a big development for employees and

gives satisfaction to them.

F.5. The training and education requirements are better

understood

The employees# satisfaction seemed to be related to their

training needs. 1any employees want to learn more and

the evolution inside the company gives them satisfaction.

1any people in catering business have an active life and

li!e action during the wor! day also. 1ost of them"

specially the younger ones" say that one of the reasons

why they chose this job was because every wor! day is

different. 1anagers need to motivate their employees

every day and give new goals" new challenges for them.

Even if the goals or challenges are smalls" it will give

satisfaction to the employees.

$hen the managers have used the job analysis in

employee development discussions" they#ve gotten a

clear view of the training needs of every employee. The

most important need was to identify training that ta!es

only little time. 4f" for example" during the daily wor!

one tas! was not done properly or simply not done at all"managers could react faster and provide to the employee

new training accordingly. 4n addition" managers have to

update the charts regularly to increase the impact and to

!eep labor costs to a minimum.

F.5.F The job analysis charts have improved the

recruiting and selection



processes of new employees

4t seemed to be important for the new employee that hisrole is clearly established in the job requirements. 7or a

manager" the charts have made it easier to hire new

people based on the job requirements and characteristics.

4n addition" with the job analysis" it was easier for a

manager to give a good picture of the company that was

hiring new employees. )ur challenges had been that

when a new employee started in our company" he had tolearn in few hours only what his tas!s are and how he

can focus on the customer#s needs and additional sales.

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