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Personnel Management
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Storekeeper 1 & C - Manual for watching over inventory and other things needed in a store
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Supervision
required  in  performing  the  supply  functions  for which  you  are  responsible.  The  size  of  the  list depends  upon  the  number  of  supply  functions under your supervision and the degree to which you  break  down  these  functions  into  jobs.  It  is not  necessary  to  list  every  motion  required  to perform  a  job,  but  each  separate,  distinct  job should  be  shown. The  list  should  not  be  limited  to  routine  work; it should include not only preparing reports but also  other  jobs  that  are  performed  less  frequently. What Is Required? The  next  step  is  to  analyze  the  job  require- ments.  The  major  purpose  of  job  analysis  is  to help  you  to  make  the  most  effective  use  of manpower.  Therefore,  you  decide  how  much  in- formation  is  needed  about  each  job.  You  can make the analysis as simple or as elaborate as you deem necessary. The items listed below could be used  in  making  a  job  analysis;  either  by  listing on  a  separate  sheet  of  paper  for  each  job  or  in the  form  of  a  chart  using  separate  columns  for each  job: Operation   performed Where   performed Knowledge  required Skill and experience required Equipment  and  material  required Information  required  to  perform How  obtained Where  obtained Time  required  to  perform Frequency  of  operation Disposition  of  completed  work Related  jobs Another feature of job analyses, in addition to determining  skills  required  to  perform  the  various jobs  efficiently,  is  the  information  pertaining  to related  jobs.  You  may  use  this  information  to group similar jobs so that they may be assigned to  the  same  person. Who Can Do the Job? Now that you have inventoried and analyzed the  jobs  to  be  performed,  all  you  have  to  do  is match your people with the skill requirements in the job analysis. Simple? Hardly. You will seldom be  in  the  position  of  having  a  group  of  people possess all the skills required. At  this  point  you  are  primarily  concerned  with assigning a person to each job. Therefore, the job responsibility  should  be  assigned  to  the  person most nearly meeting the skill requirements. Rate alone  is  not  always  the  best  way  to  make  this determination.  An  SKSN  may  have  had  more experience in a particular job than an SK3, or an SK3  may  be  more  qualified  in  an  area  than  an SK2.  Another  factor  to  be  considered  is  the number   of   jobs   and   the   number   of   members you  have  to  fill  them.  The  number  of  jobs  to  be assigned  to  a  member  depends  upon  the  member’s experience. The more experienced person may be able  to  handle  several  jobs  with  ease;  whereas  the person with limited experience may be able to do only  one  job  successfully. However,   with   all   the   inventorying   and analyzing, do not forget that you are dealing with people and not stores. Try to find out something about the person you are assigning. The member may  have  special  aptitudes,  interests,  physical characteristics,  or  personality  traits  that  make  the member particularly well suited or very unsuited to  certain  tasks.  These  traits  should  be  considered when making assignments. This is not to say that your members should be coddled, but a member doing  a  job  that  the  member  likes  and  is  well suited for will do a better job with less supervision. Your   goal   should   be   the   timely,   accurate completion  of  all  jobs  with  the  work  equitably distributed  among  all  personnel. Job  Rotation Once you have assigned jobs to each of your members, do not be misled into assuming that you have  everything  covered.  Every  person  will  not be  on  the  job  every  day;  you  will  have  people going on TAD or leave or being transferred. Some provision  must  be  made  to  cover  the  jobs  these people  were  doing. Job  rotation  should  not  become  a  periodic game  of  “musical   chairs.”  Each  reassignment should  be  a  progression  from  an  easier  job  to  a harder  one,  and  the  member  must  stay  in  each job  long  enough  to  develop  a  sense  of  responsi- bility  for  doing  it  right.  Otherwise,  you  are  apt to  end  up  with  a  group  of  members  who  know a  little  bit  about  a  lot  of  jobs  but  are  generally confused  about  the  purpose  and  procedures  for any  one  of  them. Everyone  benefits  when  more  than  one  person is  qualified  to  handle  each  of  the  jobs  in  the department.   The   ship   benefits   since,   in   an emergency, there will be someone to take over a 1-11

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