Psy/435 - Job Analysis

Job Analysis

According to Spector (2012), “job analysis is a method for describing jobs and/or the human attributes necessary to perform them” (p. 54). In other words, this procedure is intended to describe what are some of the attributes necessary to perform a given job, and what are the specific tasks involved in that job. When it comes to job analysis, there are two primary approaches that can be taken. The first, job-oriented approach, seeks to provide information regarding the quality of the job itself, and what type of task is associated with it. The second approach, person-oriented, describes what attributes and characteristics are necessary for the job (Spector, 2012). Job analysis is considered to be one of the most effective ways to determine if a job matches the needs of an individual, and vice-versa. It is very common for individuals to graduate high-school without having a clear idea of which career path they want to follow, and how to get there. A job analysis will allow those individuals to get a clear spectrum of what would be expected from them in a certain job and understand if they have the necessary characteristics to thrive in that career or not.

Job Analysis – Wedding Planner

A career path that I would be interested in following is that of a wedding planner. After owning a catering business for many years, and having catered a considerable amount of weddings, I have realized that the wedding industry fascinates me. A wedding planner is an individual with great communication skills, and extensive knowledge about the area and the service providers in a specific location. A wedding planner must be organized, punctual and responsible, since a couple’s most important day is in his or her hands. Although many wedding planners are trained as event planners with specialization in wedding planning, the majority of them do not have any formal training, having learned their skills on-the-job. A wedding planner must also have a good sense of style which includes, but is not limited to, color coordination, fashion, and music. Is it important for the planner to also have a good notion of finances, since he or she will be running his or her own business. However, although most wedding planners are self-employed, their skills could also be very useful in an organization, like for example, a catering business or a wedding venue such as a hotel or a park. Other skills important for wedding planners are active listening, critical thinking, reading comprehension, and time management ("Wedding Planner", 2013).

Reliability and Validity

Performing a job analysis allows individuals to not only determine the tasks of a job, but also determine if the applicant meets the important requirements necessary to perform that job. Most of the data collected for a job analysis comes from the judgment of individuals who either perform a job, or watch other individuals do it (Spector, 2012). According to Spector (2012), “people’s judgments are imperfect, so it is important to determine how reliable and valid each job analysis method is” (p. 72). In other words, it is important to identify and understand the characteristics presented as being crucial for the positive performance of a job. The data gathered by a job analysis will provide a foundation based on which an organization will make decisions regarding the hiring, training, and appraising of a potential employee – in this case, a wedding planner. 

If an organization in the wedding industry is looking to hire a wedding planner, the information provided by a job analysis (i.e. job classification, description, training necessary, salary, etc.) will enable the organization to provide training, policies, and procedures to be followed by new employees (Spector, 2012).

Appraisal Methods

Spector (2012) explains that “a well-designed performance appraisal system will be based on a job analysis” (p.60). Performance appraisal is a systematic evaluation of an individual regarding the individual’s performance on the job and his or her potential for development (Spector, 2012). There are several methods that can be used by an organization to perform job appraisal, each method containing benefits and limitations. One method that can be very effective in evaluating a prospective wedding planner includes a process of performing the job, since this method will provide both the organization and the wedding planner with extensive details regarding the job itself and the environment in which the job will be performed. However, the main disadvantage of this method is allowing an inexperienced or unknown wedding planner to be in charge of a bride’s most important day. For that reason, it is important to have a trustworthy supervisor paying close attention to what the wedding planner is doing, until that individual can be trusted on his or her own ("Performance Appraisal Methods", 2013).

Another effective method of job appraisal in the wedding industry is the 360-Degree feedback. This technique involves collecting performance data on an individual from a number of people related professionally to him or her, such as supervisors, customers, vendors and colleagues. A self-evaluation is also part of this process. For a wedding planner, this method would be effective because he or she could get a realistic idea of what others think about his or her skills. On the negative side, receiving feedback from multiple sources can be very intimidating, and a self-evaluation is rarely realistic ("Performance Appraisal Methods", 2013).

 Conclusion

            Job analysis and performance appraisal are valuable ways to strengthen the relationship between employee and organization. A well-developed job analysis will provide individuals with a valuable tool when searching for what career path to follow. Performance appraisal is an important component for organizations to use when trying to measure the value of an employee, and deciding if that employee can grow with the company or not. For individuals in the wedding industry or any other industry, having a clear idea of both what is expected from them and how they are performing is crucial to maintain an efficient workforce in a competitive market. 

Reference

Performance Appraisal Methods. (2013). Retrieved from http://corehr.wordpress.com/performance-management/performance-appraisal-methods/

Spector, P. E. (2012). Industrial and organizational psychology: Research and practice (6th ed.). Hoboken, NJ: Wiley.

Wedding planner. (2013). Retrieved from http://www.mymajors.com/skills-and-knowledge/wedding-planner

Psy/435 - Improving Job Retention

Improving Job Retention

When it comes to the well-functioning of any organization, job retention can be considered one of the most important aspects. Having an under-qualified staff, or even being understaffed, can significantly prevent organizations from remaining competitive in the market. In order to maximize job retention and guarantee the satisfaction of not only the employees, but also the clients, it is important for companies to constantly apply techniques to create a satisfying work environment. This paper will present alternatives to enable JC’s Casino to change its current negative situation and improve its job retention and its quality of life in the workplace.

Work Motivation Theories

The justice theory explains that most individuals value fair treatment, and being treated as equals by the organization keeps them motivated to also be fair to their employer. Spector (2012) explains that when employees are treated equitably and fairly, they will improve their performance level, thus increasing productivity and quality of life in the workplace. This equity in the workplace can be achieved by balancing inputs and outcomes, or in other words, having a positive relationship between the contributions made by employees to the organization, and what they receive in return.  When this relationship is unbalanced, individuals become unhappy and dissatisfied, since people are often motivated to find equilibrium. Employees constantly compare themselves to their colleagues, and if they feel like another individual is receiving better treatment then they are, tension will rise. In the case of JC’s Casino, the housekeepers do not feel like there are being treated with fairness and equality. Because they housekeeping department is understaffed, the current housekeepers must work harder than usual to clean all the rooms. However, this extra work is not rewarded or appreciated, leaving them unmotivated and exhausted. Hiring new housekeepers is crucial, at risk of losing the few ones working at the moment if the competition offers them better work conditions and rewards.

Another work motivation theory, the reinforcement theory, explains that individuals’ behaviors are often motivated by the environment, instead of internal factors. This theory, which is based on Skinner’s behaviorism, believes that rewards and reinforcements will most likely affect behaviors, and if desired behaviors are rewarded, they will most likely be repeated (Feist & Feist, 2009). In JC’s Casino, the staff is not being rewarded for their hard work and dedication. In fact, the hostile and toxic environment created by the incompetent manager acts as a punishment to the employees, who are treated poorly even though they have been doing what is expected from them. In this scenario, the employees have no motivation to work their best. If the work conditions don’t change, more and more employees will eventually quit. The current employees must be rewarded in some way for their hard work, either with a monetary bonus, an extra day off, or even with words of reinforcement. Whatever the method may be, it is crucial for the staff to feel appreciated.

Occupational Stressors

There are many factors that can be considered stressful to employees in an organization. Some of the main ones are the existence of conflicts between coworkers and supervisors, and also heavy workloads, or when employees are being worked over their capacity. Being overworked can lead the employee to suffer from anxiety, which when combined with frustration and job dissatisfaction will most likely result in an intention to quit. Spector (2012) explains that "a job stressor is a condition or situation at work that requires an adaptive response on the part of the employee" (p. 292). When employees feel like their supervisors put their personal needs above the needs of the organization as whole, conflicts will arise and the quality of life in the work place will decline. For this reason, interpersonal conflicts in the work environment can also be considered a stressor (Spector, 2012).

In JC’s Casino, many stressing factors can be pointed out. The housekeeping staff is heavily overworked, since the shortage of employees demands that they work more than housekeepers in other casinos – but without the extra pay. Not only this situation is extremely stressful for the housekeepers, it also represents an inconvenience for the administrative staff, who is constantly asked to clean rooms even though that is not in their job description. A quick way to fix these problems is to hire more housekeepers and provide them with a positive work environment, so they won’t want to quit. By having a full and prepared staff, most departments in the casino will be relieved – the housekeepers themselves, for not having to work harder than normal; the administrative staff, for not having to do a job that should not be expected from them; and the front desk clerks, for not having to deal with angry guests when they are not allowed to check-in to their rooms at a reasonable time.

Job Satisfaction

By analyzing the current situation in JC”s Casino, it is safe to say that the levels of job satisfaction in that work environment are dangerously low. Employees are being overworked, human resource is scared to confront the owner’s stepson, directors are unable to hire qualified staff, and workers have to deal with a hostile and incompetent manager who only has a job because he is related to the boss. Most departments in the casino are suffering from lack of management and team work, and job dissatisfaction is present throughout the casino – from front desk to housekeeping, administration, and Human Resources. Joe, the casino manager and owner’s stepson seems to be one of the biggest causes of job dissatisfaction in this organization, and needs to be eliminated or retrained. Although the Human Resources director is scared to confront the casino owner about his family member, he must do so. By explaining to the owner that his business has been constantly losing not only employees but also money, he will understand that it is in his best interest to handle the situation about his stepson being a poor employee.

Counterproductive Behaviors

Counterproductive behaviors can be explained as those actions that work against an individual’s success in the workplace. Examples of counterproductive behaviors are bullying, gossiping, complaining irrationally, back-stabbing, showing favoritism, and acting unprofessionally in general. “Counterproductive behavior in the workplace can take many forms, from difficult personalities that damage team cohesion to employee theft that undermines your organization’s financial well-being” (Mack, 2013). These types of behavior represent an extremely negative impact in all levels of the organization, and will prevent the staff from achieving its full potential professionally.

In JC’s Casino, the main offenders when it comes to counterproductive behavior are Joe and his unprofessional ways to supervise the casino dealers, the head pf housekeeping for his inability to staff the department correctly, and the director of Human Resources for his inability to identify and correct the management problems in the casino staff. Human Resources is the most crucial department where immediate change must occur. The director in this department must immediately bring the owner up to date regarding how destructive the behavior of the dealers manager is, since gambling is the most important aspect in any casino. If the owner insists on keeping his stepson in the staff, he can be retrained and placed in another department where his abilities will be better employed.

Conclusion

The success of an organization lies in great part in the hands of its employees. If they are not satisfied, they will most likely look for employment elsewhere. By creating a positive work environment, the organization is setting itself up for not only an increase in productivity and profits, but also becoming a model for employee well-being and job satisfaction. If JC’s Casino applies the aforementioned ideas for job retention, it will become a competitive local casino as well as a profitable and well-maintained work environment. Implementing concepts from different motivational theories allows organizations to cater top their employees’ specific needs without compromising their beliefs and their budgets, since employees will responds to many different incentives. Regardless of which reward they choose, organizations should constantly strive to jeep their staff happy, guaranteeing a high level of employee retention.

References

Feist, J. & Feist, G. J. (2009). Theories of personality (7th ed.). New York, NY: McGraw Hill.

Spector, P. E. (2012). Industrial and organizational psychology: research and practice (5th ed.). Hoboken, NJ: Wiley.

Mack, S. (2013). The impact of counterproductive behavior in organizations. Retrieved from http://smallbusiness.chron.com/impact-counterproductive-behavior-organizations-25481.html

Psy/435 - Real World Problems in the Restaurant Industry

Real World Problems in the Restaurant Industry

The bar and restaurant industry is the one with the highest level of failure. Around 60% of restaurants that open in the United States will have their doors closed within the first year, and the statistics for bars are not much better. When it comes to a popular vacation destination, bar and restaurant owners must be aware of the business fluctuation that will occur throughout the year. In the small town of Stateline, Nevada, on the south shore of the beautiful Lake Tahoe, the XX Bar and Grill can witness firsthand the difficulties that small business bust face when trying to succeed. South Lake Tahoe has recently been voted the best ski destination in the country, but the area is dealing with a serious issue: it won’t snow. Local businesses are suffering, because tourists are cancelling their ski vacations, or relocating to snow resorts in other areas of the county that are getting more snow.

The XX has been in the area for over 21 years, and although most of its business in the winter and summer come from tourists, it also has a strong legion of local loyal customers, who are attracted by the restaurant’s diverse menu containing burgers, pizzas, sandwiches, Mexican food, and barbeque. The owner, xx., explains that although the restaurant seems to be really successful in the busy months (summer and winter), it suffers from the lack of costumers during the fall and spring.

The Interview

During an interview, xx. was asked to describe what he believed were his biggest problems with the administration of the restaurant, to which he explained that job retention could use some improvement, as well as hiring appropriate candidates. Over the past year, the restaurant has hired over ten waitresses, bartenders and cooks, to be added to the existing staff of around 20 employees. Most individuals who work in the restaurant today have been there for over 5 years. All the ones who have recently been hired end up leaving (either quitting or getting fired). The hiring costs at the restaurant are not necessarily expensive, but are time consuming. The bar manager has developed an interview process that she believed to be effective, but it has proven to be quite ineffective. During the interview process, she would ask the bartender/waitress candidates questions about their experience and knowledge about making drinks, serving food and working the computer. What she figured out was that most candidates would lie, and answer the question with what they believed was what the manager wanted to hear. Their dishonest is usually only exposed during the 2-week training period, when the newly hired individuals can’t keep up with the work. At this point, the owner and manager must decide if they will keep those employees and give them a chance to prove themselves, or count their losses and fire them, having to start the hiring process again.

The other issue, although related to the previously explained one, is job retention. Even when employees pass their probation face and secure a job at the company, many employees end up leaving the company. In a touristic town, there are many restaurants, so competition is always present. During the slow season, the XX isn’t able to guarantee to the new employees a full time position, since the ones who have been there longer have priority over shifts. Because of this, employees are tempted to search for new job with better security. Many times employees end up getting a second job, which is accepted by the XX, but fail to successfully maintain both jobs. Also, Tahoe is a very transitional area, in the sense that it is rare to find someone who was actually born there. Most people move to the area, live there for a few years, and move again to somewhere new. Because of that, the restaurant is always losing good employees who are moving away.

After the interview with the restaurant owner xx., it was possible to see that although he is doing a great job running the restaurant, there are many aspects of his business that would use the advice from an I/O psychologist. The restaurant industry is the one with the most unstable workforce when compared to other retail industries (Zuber, 2001). The interview process at the XX, for example, could use some improvement. An I/O psychologist would suggest developing a process where the applicant’s skills are actually tested, instead of a question and answers format. This way, the manager can evaluate if that individual will be able to do the work or not, before hiring. In the restaurant industry, most part of the employee turnover occurs in the first 30 days, most likely because of poor selection procedures (Rothwell, 1992).

When it comes to job retention, there are several ways the restaurant could make itself a more desirable and satisfactory work place. “Employees leaving after 60 days generally do so because of inadequate training and a failure on the part of management to motivate and provide growth opportunities” (Dermody, Young, & Taylor, 2004, p. 4). Monetary awards, paid vacation days, promotions, and encouraging words are all ways to make sure that employees are satisfied and won’t be looking for other jobs. TheXX provides a great environment for work, as the bosses are nice and easy to work with. However, management could try harder to make sure that all employees have a share amount of shifts on the slow season.

Conclusion

            The XX has been a successful local business, but as most small businesses, it would benefit from the advice of an I/O psychologist. The cost of this professional would be balanced by how much the company would save with their hiring and training costs. “Hourly workers are motivated by cash, and can most effectively be motivated by incentive pay programs that have the potential to increase cash wages” (Frank, p. 549). In other words, the challenge of motivating workers in the restaurant industry can be conquered by making sure employees feel appreciated.

References

Dermody, M. B., Young, M., & Taylor, S. (2004). Identifying Job Motivation Factors of Restaurant Servers: Insight for the Development of effective Recruitment and Retention Strategies. International Journal Of Hospitality & Tourism Administration, 5(3), 1-14. doi:10.1300/J149c05n0301

Frank, R. (1984). Are workers paid their marginal products? American Economic Review,74 (4), 549-572

Rothwell, S. (1992). Productivity improvement through reduced labour turnover. Long  Range Planning, 15, 69-73

Spector, P. E. (2012). Industrial and organizational psychology: Research and practice (6th ed.). Hoboken, NJ: Wiley.

Zuber, A. (2001). A career in food service: High turnover, staff in flux leaves morale low, training costs high. Nation’s Restaurant News, 35(21) 147

Appendix

Questions to the X owner:

1.      For how long has the restaurant been open?

2.      Do you have anyone who helps you run the restaurant or do you do it all by yourself?

3.      Please name the main problem you have to face while running the restaurant?

4.      Do you have any other areas that could use improvement?

5.      Overall, would you say you are satisfied with the way your employees do their job?

6.      What is the hardest aspect of trying to coordinate a staff of 20 people?

7.      Do you think you would ever hire an industrial organizational psychologist?

Psy/435 - Leadership and Performance in the Workplace

Leadership and Performance in the Workplace

Introduction and Overview

            Woody’s Veneer Factory is a manufacturing company in need of professional guidance. Because of countless issues in different departments throughout the company, it has been losing money and inventory, and production is constantly decreasing. The employees don’t get along and constantly fight, and management doesn’t seem to know how to take control of the situation. There are acts of vandalism and violence happening on a daily basis, and although actions like these should be unacceptable in a work environment, management hasn’t dealt with the situation properly. Because of previous relationships that go back to high school times, employees can’t set aside their differences and act professionally, and the constant fights and conflicts are hurting the company. To reverse the situation and take the organization to a new higher level, Woody’s Veneer Factory is in need of the services provided by an I/O psychologist, who can apply theoretical concepts into the workplace in hopes of boosting morale and increasing productivity.

            When a strong sense of leadership is present in the workplace, the relationship amongst employees can be successful and harmonious; and when workers feel appreciated and respected, they will perform better in return (Spector, 2012). Because of this, the services of an I/O psychologist can help improve the quality of life in the workplace while at the same time increasing productivity and profits. This essay will present different leadership theories as well as concepts and methods to improve the relationships between worker and colleague, and worker and company.

                                                       Group and Team Concepts

            There are many different group and team concepts that could be beneficial to Woody’s Veneer Factory if applied properly. When a group of employees works together in a cohesive way, both the employees and the organization can experience the positive effects. By teaming up individuals who balance each other’s weaknesses and strengths, tasks and projects can be performed successfully, increasing profits and reducing costs.

            Lack of team work is one of the biggest problems at Woody’s Veneer Factory. Individuals put their personal needs and feelings before the collective needs of the group, causing tension, fights, and an overall dissatisfaction at the workplace, resulting in low productivity and all the other negative situations the company sees itself in. When it comes to group and team concepts, Spector (2012) explains that there are four crucial group concepts and two team concepts that compose team and group behavior. “The first three (roles, norms, and group cohesiveness) describe important aspects of groups and teams that help us understand how they operate. The fourth (process loss) is concerned with what sorts of things happen in work groups and teams that prevent people from putting all of their efforts into job performance” (p. 304). Although all these group concepts listed by the author are valid and useful in Woody’s Veneer Factory’s situation, the two team concepts are the ones that the company is missing the most. First, team commitment, which represents how strongly an individual is involved in the team and how hard that individual is willing to work for the team. The employees of Woody’s Veneer factory seem to have completely forgotten the importance of this concept, and assessing which employees are willing to make a change and commit to the success of the team will be crucial in determining which employees should stay and which should leave. The second concept, team mental model, “refers to the shared understanding among team members of the task, team, equipment, and situation” (Spector, 2012, p. 308). By working on strengthening the team mental model in the factory, the team will perform effectively and conflicts will arise less often. 

Leadership Theories – Ashley

The Influence and Power of Management - Jake

Leadership versus Management - Carl

Conclusion

In conclusion, after analyzing the current negative situation of Woody’s Veneer Factory and the many concepts and theories that can be applied in the work environment, it is safe to say that there is definitely hope for this organization. By getting the employees involved and committed to working as a team, boosting their morale and presenting them with incentives to work hard, it would be possible for this organization to see a change in its productivity and profits. Employees who fail to comply with the newly established team rules should be punished, and if negative behaviors repeat, they must be fired. Only employees who understand the importance of team and group work should be kept in the company, ensuring this way a positive and effective work environment. “There is a widespread belief that group performance is superior to individual performance for many tasks. This belief is based on the notion that something emerges in the interaction among people that enables a group to be better than the sum of its members” (Spector, 2012, p. 308). This idea can only be true if all the members in a team share the same commitment and respect for the organization, and are willing to sacrifice some personal needs for the well-being of the team. Leaders must be able to inspire and guide the group through a successful path, showing them respect and leading by example. If that is accomplished, employees and organization will be able to collect the positive effects of a well-functioning workplace.

References

Spector, P. E. (2012). Industrial and organizational psychology: Research and practice (6th ed.). Hoboken, NJ: Wiley.