Chapter-
01
1.1
Introduction
Unilever
Unilever
Bangladesh is a company that has its own history intrinsically built with the
development of our nation and our culture. It has been part of the Bangladeshi
household since the 19th century with the same intention of bringing
cleanliness and convenience to households as we do today. Back then Sunlight
soap was marketed through Lever Brothers India limited throughout the undivided
India. Later on, Lever Brothers Pakistan limited started its operation in
Bangladesh on a larger scale. In 1964, our soap manufacturing facility was
setup in Kalurghat, Chittagong. With time it gradually evolved and diversified into
manufacturing personal products like skin care creams, toothpastes, shampoos,
detergent powders, and so on. Accumulating manufacturing experience over 40
years, we have a legacy of leading the market with international brands offered
at affordable prices. Today, with 13 different brands in 8 different
categories, Unilever Bangladesh stands as one of the most progressive partner
in development for the Government of Bangladesh.
1.2 Background of the study
The main objective of the study to identify different
variables which should be highlighted for effective proceeding of job analysis
practices in Bangladesh. For this purpose human resource experts were asked to
identify the effect and use of different variables for analyzing job analysis
practices in Dhaka. Another reason was to understand the job design process and
practices for model development in Bangladesh.
The study has been given formal introduction; provide
information regarding importance of job analysis and objectives of the study.
Then different type of hypothesis was reported.
1.2 Objectives of the study
The main objective of this report is
to have an assessment about overall activities of customer development of department.
The duties and skill requirements of a job. Hence, it indicates what
activities and accountability the job entails. How they manage all the selling process, what services it is
providing to the shoppers and how retailers are getting benefit from it and
finally what is the gain for Unilever from this project, in short how it is
meeting up the requirements of the three stakeholders of the company.
1.3 Methodology
This
research is executed based on primary data as well as secondary data from
several sample surveys.
Data
Collection
Both
primary data and secondary data were collected to organize this report. But the
report is basically emphasized on secondary data.
Primary
Data were collected from the informal discussion with the manager of
the organization.
Secondary
Data was collected from different sources e.g. annual report of the organization,
web sites, reports, prospectus, journals, newspaper etc.
1.4 Limitation
of the study
Although
I have got co-operation from manager of Unilever and Square, the major
limitations that the study faced during the study period are spot lighted
below:
Ø The
major problem I have faced is lack of understanding.
Ø Unilever
is international they are so busy so, it is very much tough for me to allocate
time for collecting data and taking interview of the manager.
Ø As
most of the data is collected from secondary sources, there was very little
opportunity to analysis data.
Ø Time
constraint is one of the problems, for which it has been difficult for us to
gather enough knowledge.
Chapter- 02
History
2.1 Unilever
Unilever Bangladesh is a company that has its own history
intrinsically built with the development of our nation and our culture. It has
been part of the Bangladeshi household since the 19th century with the same
intention of bringing cleanliness and convenience to households as we do today.
Back then Sunlight soap was marketed through Lever Brothers India limited
throughout the undivided India. Later on, Lever Brothers Pakistan limited
started its operation in Bangladesh on a larger scale. In 1964, our soap
manufacturing facility was setup in Kalurghat, Chittagong.
With time it gradually evolved and diversified into
manufacturing personal products like skin care creams, toothpastes, shampoos,
detergent powders, and so on. Accumulating manufacturing experience over 40
years, we have a legacy of leading the market with international brands offered
at affordable prices. Today, with 13 different brands in 8 different
categories, Unilever Bangladesh stands as one of the most progressive partner
in development for the Government of Bangladesh.
Chapter- 3
Literature Review
Job Analysis and its Components
Job analysis:
Organizations consist of positions that have to be staffed. Job analysis is the
procedure through which we determine the duties of these positions and the
characteristics of the people who should be hired for them.
The analysis produces information on job requirements, which
is then used for developing job description (What the job entails) and job
specification (what the kind of people to hire for them). Job analysis (JA)
systematically collects, evaluates, organize information about jobs.
Job Analysis is a
systematic exploration of the activities within a job.
It defines and documents the duties, responsibilities and
accountabilities of a job and the conditions under which a job is performed.
·
So we can say that job analysis is a procedure
to determine duties and nature of
1. The
job
2. The
kind of employees
·
And job analysis provides data on job requirements for developing:
1. Job descriptions
2. Job specifications.
·
So we can say that job analysis is a systemic
exploration of activities within a job. It is a basic technical procedure, one
that is used to define the duties, responsibilities, of a job.
Components of Job
Analysis
1.
Job
Descriptions (is a list of what the job entails)
Written statement of what jobholders does, how it is done,
under what conditions and why. Common format: title; duties; distinguishing
characteristics; environmental conditions; authority and responsibilities.
-Used to desire the job to applicants, to guide new
employees, and to evaluate employees.
-Identification of essential job function is needed to
assure compliance with American with Disabilities Act.
2. Job specifications
(what kind of people hire for the job)
-State's minimum acceptable
qualifications.
-Used to select
employees who have the essential qualifications.
3. Job Evolutions
(Basis for determining relative worth of jobs)
-Specify relative value of each job in
the organization.
-Used to design
equitable compensation program.
4. Legal validation
of employment decisions
5. Identifies
reporting relationship.
6. Identifies
redundancy (joblessness)
Job Description
. Job description
is a written statement that defines the duties, relationships and results
expected of anyone in the job. It is an overall view of what is to be done in
the job. Typically it includes is a written statement that defines the duties,
relationships and results expected of anyone in the job. It is an overall view
of what is to be done in the job. Typically it includes
·
Job Title
·
Date
·
Title of immediate supervisor
·
Statement of the purpose of the job
·
Primary Responsibilities
·
List of Typical Duties and Responsibilities
·
General information related to the job
-
training requirements
-
tool use
-
transportation
·
Signature of the person who has prepared the job
description
Job
Specification
Job Specification is an analysis of the kind of person it
takes to do the job, that is to say, it lists the qualifications. Normally,
this would include is an analysis of the kind of person it takes to do the job,
that is to say, it lists the qualifications. Typically it includes
·
Degree of education
·
Desirable amount of previous experience in
similar work
·
Specific skills required
·
Health Considerations
Contents Sections on
Job Description.
1. Job
identification
2. Position
Title
3. Job
summary/ Position summary
4. Essentials
Functions
5. “Others
“ – Non-essential Functions
6. Job
Duties and Responsibilities
7. Minimum
Requirements
8. Additional
Desirable Qualifications
9. Organizational
Relationships
10. Authority
11. Supervisory responsibilities
12. Working Conditions
The contents of Job
Description.
·
Where the job is located, job grade, salary or
pay range. It helps to identify and designate the job properly.
·
Position
Title:
Clearly define the position in as few words
as possible.
·
Job
Summary:
-
A brief description that summarizes the overall
purpose and objectives of the position and the results the employee is expected
to accomplish.
·
Essential
Function:
-
Identifies
the function that are essential to the existence of the position
-
Functions should be arranged in order of
importance
-
Use action verbs to begin each function.
Job duties and
responsibilities: It is the heart of job description. It describes the
duties performed along with routine or daily duties, periodic duties and
coalitional duties.
Minimum Requirements:
·
a)Education/Experience
-
Identify what education and experience are
minimally required to successfully carry out the essential function of the job
-
Remember to think in terms of the “position” not
the “person”
b) Knowledge skill and abilities:
- Identify specific
KSAs needed to successfully perform the essential functions of the job.
- Only list the KSAs
needed to achieve the desired results, not this the ideal candidate might
possess.
-
Use example from the job to help define KSAs concisely.
. Additional Desirable Qualifications
-
Qualifications in addition to the minimum
requirements that would be beneficial in successfully performing the job.
. Physical Demands:
-
Physical activities
-
Lifting weight and exiting force
-
Vision requirements
. Work Environments
-
Exposure to extreme conditions, i.e. weather,
chemicals
-
Noise level
·
Authority:
It describes the financial, sanctioning and administrative authority given
to the job incumbent.
Example: Limes
of authority:
-
Decision
making limitations: He cannot grand any leave.
-
Budgeting limitations: He cannot grand more than
50 thousand for any expense of the department without granting of finance
committee.
-
Recommended disciplinary action.
·
Supervisory
responsibilities: The scope of the position’s authority, including a list
of jobs that report to the incumbent.
·
Working
Condition: The environment in which the job is performed, especially any
unique conditions beyond those found in a normal office or library environment.
Example: The physical environment of the job is described in terms of here,
light, noise level, dust and fumes etc. Time-day, night, overtime and peak
loads.
·
Relation
to others jobs: The jobs immediately below and above are mentioned. It
provides an idea of vertical workflow and channels of production. It also
indicates to whom the jobholder will report and who will report to him.
Job Specification:
. Job description
sates the minimum acceptable qualifications that the incumbent must possess to
perform the job successfully. It identifies knowledge, skills and abilities
needed to do the job.
. So we can say that the job specification takes the job
description and answer the question, what human traits and experience are
required to do the job well. It shows what kind of person to recruit and for
what qualities that person should be tested.
Sample
job description
XYZ
Corporation
Job description
1. Job identification:
Job Title :
Marketing Manager
Department : Marketing
Report to : President
Prepared by : Afzal Hossain
Prepared date
: April 10, 2013
Approved by :
Md. Habibur Rahman
Approved date
: August 7, 2013
2. Job
Summary: Plan, direct and coordinate the marketing activities of the
organization personally or through subordinate.
3. Essentials
duties and Responsibilities:
Establishing marketing goals
Develops and executes marketing plans
Research, analyzes, and monitors
financial technological and
Demographic factors.
Plans and overseas the organization’s advertising and promotion
Activities.
Evaluates market reactions.
Conducts marketing surveys
Prepare marketing activity
report.
4. Supervisory
responsibilities: Supervise a marketing team consisting of five members.
5. Qualification:
To perform this job successfully, an individual must be able to perform each
essential duty satisfactorily.
6. Education
and experience: Master’s degree or equivalent; four to five years related
experience.
7. Language
Skills: Ability to read, analyze and interpret common scientific and technical
journals, financial reports and legal documents
8. Working
Conditions: 50% inside and 50% traveling.
Sample job specification:
1. Job
Title: HR Manager
2. Physical
make up-or characteristics: Good health/ pleasing manners. No significant
disable in voice, hearing and eyesight.
3. Education
and Training: MBA with specialization in HRM, A degree or diploma in labour law
is desirable.
4. Experience:
Five years experience in a similar position in a reputed organization.
5. Age:
Preferable above 30 years and below 45 years.
6. Intelligence:
An intelligent approach to the solution of business problems.
7. Special
aptitudes:
×
Fluency in speaking and writing
×
Analytical skills
×
Ability to prepare understand basic statistical
information
×
Competence in Arithmetic
×
High degree of listening skill
×
Evidence of ability, to plan ahead and organize
the work of others.
8. Circumstance:
Ability to work long hours if required.
·
The mulch-faceted
Nature of Job Analysis
-
Almost all HRM activities are tied to job
analysis.
-
Job analysis is the starting point for sound
HRM.
·
Job
Analysis and the changing world of work
-
Globalization, quality initiatives,
telecommuting, and teams require adjustments to the components of a job.
-
Today’s jobs often require not only technical
skills but interpersonal skills and communication skills as well.
Job Analysis answers the
following important questions:
1) What
tools, materials, and equipment are used to perform the tasks in the job?
2) What
methods or processes are used to perform the tasks in the job?
3) What are the specific duties for the
position? This puts the position in context and spells out broad
responsibilities.
4) What are the critical tasks and key result
areas of the position? The question helps to isolate the most critical
activities that the position holder is expected to perform.
5) What are the discrete outcomes of the job
for which the appointed will be held accountable and evaluated on?
6)
What behaviors,
skills, knowledge experience are the most important to the program in achieving
the key results and outcomes? This question focuses on the specific
personal qualities that are necessary to best meet the job requirements.
The process of job analysis
The major steps
involved in job analysis are as follows:
1.
Organizational
analysis (Understanding the purpose of the job analysis): First of all an
overall picture of various jobs in the organization has to be obtained. This is
required to find the linkages between jobs and organizational objectives,
interrelationships between jobs and contribution of various jobs to the
efficiency and effectiveness of the organization. The required background
information for this purpose is obtained through organization charts and
workflow charts.
2. Understanding the roles of jobs on the
organization: Identify the importance of the job in the organization.
3. Selection of representative positions to be
analyzed: It is not possible to analyze all the jobs. A representative
sample of jobs is to be analyzed keeping the cost and time constraints in mind.
4. Collection of job analysis data: This
step involves the collection of data on the characteristics of the job, the
required behavior and personal qualification needed to carry out the job
effectively. Several techniques are available for collection of such data. Care
should be taken to use only reliable and acceptable technique in a given
situation.
5. Preparation of job description: This
step involves describing the contents of the job in terms of functions, duties,
responsibilities, operations, etc. The job holder is required to discharge the
duties and responsibilities and perform the operations listed in job
description.
Types of Information collected
·
Job
activities and procedures
·
Working
conditions and physical environment
·
Social
environment
·
Conditions
of employment
Steps in job analysis process
Phase: collection of information
1.
Source of job data
-
Job incumbents, supervisor, subordinates,
customers.
-
Existing job description.
-
Manuals , publications
-
National occupational classification
2.
Data collection instrument design
-
Gather information systematically
-
Often involves questionnaire, checklist
-
Use same questionnaire for similar jobs
-
Different jobs may require different instrument
information gathered.
·
Information
gathered :
-
Status , key duties/tasks, KSAs , working
conditions, performance standards
Methods of collecting job analysis information
Methods of collection of job analysis Information
Job analysis provides information
about jobs currently being done and the knowledge, skills, abilities that
individuals need to perform the jobs adequately. The following methods are
generally used for collecting job analysis information:
1)
Observation method.
2)
Individual interview method
3)
Group interview method
4)
Structure questionnaire method.
5)
Technical conference method.
1.
Observation
method: A Job analysis technique in which data are gathered by watching
employees work. Using this method, a job analyst observes employees on the job.
While the observation method provides firsthand information, workers in many
cases do not function with required efficiency when they are being observed.
Thus distortions in the job analysis may occur. This method also requires that
the entire range of activities be observable: possible with some jobs, but
impossible for many.
2.
Interview
Method:
a.
Individual
interview method: Under this method, job incumbents are selected and
interviewed extensively for gathering data of information about the job. The
results of these interviews are combined into a single join analysis. This
method is very time consuming but effective
b.
Group
interview method: Meeting with a number of employees to collectively
determine what their job entails. It is similar to individual interview method except that
a number of job incumbents are interviewed simultaneously.
3.
Technical
Conference method: these method utilities supervisors with extensive
knowledge of the job. Here specific characteristics of a job are obtained from
the “expects” who usually are supervisors with extensive knowledge of the job.
4.
Structured
questionnaire method: Using this method, workers are sending a structured
questionnaire on which they check or rate items they perform on their job from
a long list of possible task items.
5.
Diary
method: This method requires job incumbents to record their daily
activities. It provides much information but is seldom applicable to job
activities. The dairy method is the most intrusive of the job analysis methods,
requiring much time. To capture the entire range of work activities, this
method may have to continue for long periods of time-all adding to its cost.
These six methods
are not meant to be mutually exclusive. No one method is universally superior.
The best results are usually achieved with some combination of methods.
Chapter- 4
Steps
in Job Analysis
Steps
1 Decide how you’ll use the information, since this will determine the data
you collect and how you collect them. Some data collection techniques—like
interviewing the employee and asking what the job entails—are good for writing
job descriptions and selecting employees for the job. Other techniques, like
the position analysis questionnaire described later, do not provide qualitative
information for job descriptions. Instead, they provide numerical ratings for
each job; these can be used to compare jobs for compensation purposes.
Step
2 Review relevant background information such as organization charts,
process charts, and job descriptions.5 Organization charts show the
organization wide division of work, how the job in question relates to other
jobs, and where the job fits in the overall organization. The chart should show
the title of each position and, by means of interconnecting lines, who reports
to whom and with whom the job incumbent communicates. A process chart provides
a more detailed picture of the work flow. In its simplest form a process chart
(like that in Figure 3-2) shows the flow of inputs to and outputs from the job
you’re analyzing. (In Figure 3-2 the inventory control clerk is expected to
receive inventory from suppliers, take requests for inventory from the two
plant managers, provide requested inventory to these managers, and give
information to these managers on the status of in-stock inventories.) Finally,
the existing job description, if there is one, usually provides a starting
point for building the revised job description.
Step
3 Select representative positions. Why? Because there may be too many
similar jobs to analyze. For example, it is usually unnecessary to analyze the
jobs of 200 assembly workers when a sample of 10 jobs will do.
Step
4 Actually analyzes the job—by collecting data on job activities, required
employee behaviors, working conditions, and human traits and abilities needed
to perform the job. For this step, use one or more of the job analysis methods
explained later in this chapter.
Step
5 Verify the job analysis information with the worker performing the job
and with his or her immediate supervisor. This will help confirm that the
information is factually correct and complete. This review can also help gain
the employee’s acceptance of the job analysis data and conclusions, by giving
that person a chance to review and modify your description of the job
activities.
Step
6 Develop a job description and job specification. These are two tangible
products of the job analysis. The job description (to repeat) is a
written statement that describes the activities and responsibilities of the job, as well as its important features, such as
working conditions and safety hazards. The job specification summarizes the
personal qualities, traits, skills, and background required for getting the job
done. It may be in a separate document or in the same document as the job
description.
Job Design:
The way the elements in a job are organized. Job design provides stronger
evidence that the way the elements are organized can act to increase or
decrease effort.
Job design is maintained by the Job Characteristics Model.
It is described below:
Task Identity:
Task identity is the degree to which a job requires completion of a whole and
identifiable piece of work. An example of job scoring high on identity would be
the job of cabinetmaker that designs piece of furniture, selects the wood and
finishes it to perfection.
Both Unilever and Square maintain the task identity to
perform the task in different level at different procedure. Task identity is
the main dimension of the motivational term.
Task
Significance: The degree to which
a job has a substantial impact on the lives or work of other people. Job of a
nurse handling the diverse needs of patients in a hospital intensive care unit.
In Unilever, task significance is highly maintained. The
employees of the company supposed to their own task significantly.
In Square Company, they also maintained task significance so
that they captured the whole local area of Bangladesh. As a worker of the
company they need to take the as compatible work.
Autonomy:
The degree to which a job provides substantial freedom and discretion to the
individual in scheduling the work and in determining the procedures to be used
in carrying it out.
It is necessary to provides individual freedom to do any
types of work. Unilever provides employees those kinds of freedom that’s
indicating the autonomy of the company.
In Square, sometimes it is not possible for higher level
workers or executives to maintain all kinds of autonomy of the employee level
workers.
Feedback:
The degree to which carrying out the work activities required by a job results
in the individual obtaining direct and clear information about the
effectiveness of his or her performance.
Feedback opportunities are provided by both Unilever and
Square Company of Bangladesh. Feedback is important for all the important
sectors of the company. It carries out many good ideas that help the
organization.
Extrinsic
Reward: This kind of reword is mainly for lower level employees.
Inadequate working condition, salary, incentive pay can cause dissatisfaction
and prevent satisfaction. Each and every company need to pay extrinsic reward
for satisfaction that helps the performance of workers.
Intrinsic
Reward: Intrinsic reward is mainly for higher level employees those who
are not extrinsically motivated. Challenging job, feedback, recognition,
achievement, self-actualization those needs are the main motivators of
intrinsic reward. In executive level it is necessary to keep in mind on
intrinsic reward.
Pay
Structure: The process of initially setting pay levels can be rather
complex and entails balancing some equity known as pay structure. There are
many ways to pay employees.
1. Internal Equity: The
worth of the job to the organization. It is usually established through a
technical process of job evaluation.
2. External Equity: The
external competitiveness of an organization’s pay relative to elsewhere in its
industry. It is usually established through pay surveys.
Pay
Programs: There are several pay programs that helps organization to
motivate employees. These are given below:
1. Variable-pay programs:
A pay plan that bases a portion of an employee’s pay on some individual and/or
organizational measure of performance. A number of organizations- business
firms as well as school districts and other govt. agencies are moving away from
paying people based length of service and toward using variable-pay program.
2. Price-rate plan: A pay
plan in which workers are paid a fixed sum for each unit of production. It has
been popular for more than a century as a means of compensating production
workers.
This plan is followed by both Unilever and Square Company
Bangladesh for production level workers. Sometimes it is more influencing
factor for motivating employees of an organization.
3. Merit-Based pay: A pay
plan based on performance appraisal ratings. Most of the time merit based pay
is more profitable for organization.
Unilever Bangladesh highly maintained the merit-based pay
plan both employee level and executive level workers. Especially for executive
level it is compatible.
Square ltd Bangladesh provides merit based payment mainly
higher level manager or executive. Some sectors of lower level also included
under the merit based pay.
4. Skill-based pay: A pay
plan that sets pay levels on the basis of how many skills employees have or how
many jobs they can do. Skill-based pay is mainly payment based on individual
skills. It is also called competency based pay or knowledge based pay program.
Both Unilever and Square Company strongly maintain the skill-based
pay. It becomes important for both companies to motivate employees based on
individual skills.
5. Bonuses: A plan that
rewards employees for recent performance rather historical performance. For
many jobs, annual bonuses are s significant component of the total
compensation.
Now a day’s bonuses become the most valuable term to
motivate all employees both Unilever and Square Company. It increases the
punctuality of workers and provides many more advantages for the sake of the
company.
6. Profit-Sharing Plans:
An Organization wide program that distributes compensation based some
established formula designed around a company’s profitability. It is so rare in
Bangladesh .Sometimes it can happen for short period of time. When specific
task provided by the company this kind of sharing plans can observed.
7. Gain sharing: A
variable pay program that has gotten a great deal of attention in recent years
is gain sharing. It is mainly formula-based group incentive plan.
8. Employee Stock Ownership Plan:
A company-established benefits plan in which employees acquire stock, often at
below marks prices, as part of their benefits. It is more influencing benefits
for employees that motivate employees more. In Bangladesh it is quite rare to
find out these kinds of benefits.
Chapter- 6
Problem
§ Lack of Management Support: The biggest problem arises
when a job analyst does not get proper support from the management.
§ Lack of Co-operation from
Employees:
If we talk about collecting authentic and accurate job-data, it is almost
impossible to get real and genuine data without the support of employees. If
they are not ready to co-operate, it is a sheer wastage of time, money and
human effort to conduct job analysis process.
§ Inability to Identify the
Need of Job Analysis:
If the objectives and needs of job analysis process are not properly
identified, the whole exercise of investigation and carrying out research is
futile.
§ Biasness of Job Analyst: A balanced and unbiased
approach is a necessity while carrying out the process of job analysis.
§ Using Single Data Source: A job analyst needs to
consider more than one sources of data in order to collect true information.
Collecting data from a single source may result in inaccuracy and it therefore,
defeats the whole purpose of conducting the job analysis process.
However,
this is not the end. There may be many other problems involved in a job
analysis process such as insufficient time and resources, distortion from
incumbent, lack of proper communication, improper questionnaires and other
forms, absence of verification and review of job analysis process and lack of
reward or recognition for providing genuine and quality information.
Suggestion
1. The top management needs to
communicate it to the middle level managers and employees to enhance the output
or productivity of the process. In case of improper communication, employees
may take it in a wrong sense and start looking out for other available options.
They may have a notion that this is being carried out to fire them or take any
action against them. In order to avoid such circumstances, top management must
effectively communicate the right message to their incumbents.
2. The need is to take the
workers in confidence and communicating that it is being done to solve their
problems only.
- Managers must decide in advance why this process is being carried out, what its objectives are and what is to be done with the collected and recorded data.
- To get real and genuine data, a job analyst must be impartial in his or her approach. If it can’t be avoided, it is better to outsource the process or hire a professional job analyst
Conclusion
Unilever Bangladesh limited is one of the leading
multinational companies in Bangladesh. I had the opportunity to survey for this company. This study has shown the
importance of Practice and job analysis of Unilever in the work environment during this time. This report has provided some
interesting insight into what kind of service the customers and retailers are
getting and HRM and job analysis. This study set out to examine what
recommended components of a job description do job descriptions written for municipal
jobs contain. The study also set out to examine how closely job descriptions
and job analyses for municipal positions agree, and to determine if the person
completing the job analyses (and what their job is in the organization)
influences the amount of agreement.
The
study found that there were significant differences between the job
descriptions and the job analyses. It was also found that when the job analyses
were completed by an HR professional, the average agreement was significantly
higher than when the job analyses were completed by a supervisor. This
indicates that who completes a job analysis is related to the results of the
job analysis. It was also found that there was a significantly higher average
agreement when the jobs were white collar than when the jobs were blue collar,
so the type of job is also related to the average agreement.
Finally, I would say that this survey at Unilever has increased
our practical knowledge of Business Administration and made my BBA education
more complete and applied.
Reference
Ø
Md. Rabiul
Hossain (Asst-Manager & Learning) Unilever Bangladesh Limited ZN Tower Plot
# 2, Road #8 Gulshan- 1, Dhaka 1212 Bangladesh. E-mail: rabiul.hossain@unilever.com
Ø
http://unilever.freeservers.com/html/company/history.htm
Ø
http://www.unilever.com.bd/
Ø
http://www.e-home2u.com/about_square.php
Ø
http://www.wikipedia.org/
Ø
http://www.bangladeshdir.com/webs/catalog/unilever_bangladesh.html
Appendices
EAST WEST UNIVERSITY
Department of Business Administration
Course: Human Resource Management
Job
Analysis Questionnaire
Dear respondent, good day. We are looking for your
cooperation in our academic researches. You honest answer would lead us to a
meaningful conclusion. Please answer or put tick mark appropriately for the
following issues/ questions.
01. Employee data
Employee Name:
|
|
Telephone
|
|
Date
|
|
Department
|
|
Section
|
|
Unit
|
|
Job Title
|
02. Major duties & responsibilities
List most important duties
first
|
Essential
Function
|
Percentage
(%) of time
|
Performs other job-related duties
as required.
|
03. Education Qualification
Check
the box which best indicates the minimum
formal education requirements. (Not
the level of education the incumbent has, but the requirements for the job)
Minimum
Requirements
High School Diploma or GED
|
Vocational/Technical/Business School
|
Some College/Associate's Degree
|
Bachelor's Degree
|
Master’s Degree
|
Doctorate Degree
|
04. Is continuation of education directly related to the incumbent’s duties and
responsibilities?
I.
Yes
II.
No
05. Work experience
A.
Check the box which best fits the minimum length of time spent in
performing similar work and acquiring the skills and
knowledge
to qualify for this position. (Not necessarily the years of the incumbent’s
experience, but the job-related experience.)
Less than 6 months
|
6 months to 1 year
|
1 to 3 years
|
3 to 5 years
|
5 to 7 years
|
7+ years
|
06. After starting the job, how much time on-the-job training does it
take to learn the job?
Up to 1 month
|
1 to 2 months
|
6 months to 1 year
|
3 to 6 months
|
1 to 3 months
|
More than 2 years
|
07. Type
of skill
Please indicate all specific skills and/or
licensing/certification/registration required (not preferred) to do
this job. For example, spreadsheet software proficiency may be a
requirement for a secretarial job; journey license may be required for
an electrician.
A. None
B. Requires professional licensing, certification or
registration, such as registered nursing license,
C. professional engineering license, certified public
accountant, and so forth.
D.
Software Skills Ex: Word, Excel, Access, HRIS
E.
Certifications/Licensure Ex: Registered Nurse
F.
Other skills
08. What are the things that you like
the best in your workplace?
A. People
and working environment
B. Style
of management
C. Challenging
and exciting job
D. Flexibility
E. Salary
F. Autonomy
G. Creative
freedom with job
H. Training
and leaving opportunities
09. What factors affect your level of
motivation?
A. Financial
reward
B. Praise
and acknowledgement
C. Recognition
D. Job
security
E. Working
environment
F. Other
10. What factors discourage you to
work?
A. Low
salary
B. Leading
and advancement
C. Boredom
D. Poor
working environment
E. Lack
of skill that is needed for job
11. "Reward should be contingent
to performance" Do you agree?
A. Yes
B. No
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