Introduction
Foster and Hogan (2012) define job analysis as the process of determining the activities, requirements, nature and the right type of employees to do a specific job. A job description is what arises from the job analysis and is defined as tasks, responsibilities, qualification, duties and sometimes includes the salary and may vary depending on the individual’s competencies and terms of service. This paper is based on season 7 episode 6 of the series Undercover Boss in which the C.E.O of Gerber Group, a high-end bar and restaurant chain located in major hotels, goes undercover as a bartender and waiter. He is really surprised to find out the gaps in his management style that have created a few problems including lack of employee appreciation and motivation, lack of job descriptions, unacceptable working hours, and generally low employee morale.
Job Analysis
One aspect the C.E.O and bartender have in common is that they are both committed to customer retention and satisfaction; however, it is vital to understand the different dynamics of these two jobs. Barrison and Santos (2011) state that the C.E.O is responsible for general oversight of the business including planning, operational management, budgeting, setting of organizational goals and ensure swift and timely achievement of these goals. His job is mainly an oversight function directly contrasting with the role of the bartender who carries out the actual daily work as set out by the management. Bartenders are on the ground driving force of all establishments (Isaka 2013). The predominant method of collecting information for job analysis is observation. I observed the activities of both employees in the work environment to determine their roles and responsibilities. Additionally, the conversations in the workplace offered insights into their roles and responsibilities.
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Job Description
Chan and Chien (2013) state that the job description of a C.E.O is one of the most difficult issues to address in organizational politics. There is a delicate mix between oversight and micromanagement of employees. An effective manager should keep tabs on what their employees are doing to ensure efficiency but also give them the space required for the personalization of their jobs that creates an opportunity for efficiency and innovation. Noe, Hollenbeck and Wright (2017) believe that the job analysis of the C.E.O is generally similar to the job description. At this level of management, it is difficult to tell the difference due to overlapping roles. The job description of the C.E.O includes providing direction to the marketing team, human resource management, resource allocation, setting organizational objectives and culture, the introduction of new projects and managing existing ones. The job description of the bartender includes ability to implement good customer care competencies, knowledge of drinks and how they are prepared, collection of sales proceeds, cleanliness of the bar, at least two years’ experience in bartending, stock keeping, ensuring customers have attained the legal age for drinking and to provide a safe and friendly customer experience at the bar.
Aziri (2011) notes that there are numerous state and federal regulations governing bars which are concerned with employee safety, health code concerns, legal drinking age, customer safety in the premises and ensuring that customers who have had enough to drink are not served more alcohol and do not drive their cars home. The C.E.O is concerned with getting permits, uniforms and setting in policy-making and security in the establishments. The bartender is responsible for cleanliness, arranging the bar, checking the age limits to avoid selling to minors, regulating alcohol sales to customers who have had too much to drink and ensuring they get home safely in a taxi. I strongly believe that the two job descriptions are linked and it is vital to know the inherent relationship enjoyed by both parties to ensure the achievement of organizational goals.
References
Aziri, B. (2011). Job Satisfaction: A Literature Review. Management Research & Practice , 3 (4).
Barison, M. B., & Santos, E. T. (2011). The competencies of BIM specialists: a comparative analysis of the literature review and job ad descriptions. In International Workshop on Computing in Civil Engineering (Vol. 2011, pp. 594-602).
Chan, Z. C., Fung, Y. L., & Chien, W. T. (2013). Bracketing in phenomenology: Only undertaken in the data collection and analysis process. The qualitative report , 18 (30), 1-9.
Foster, J., Gaddis, B., & Hogan, J. (2012). Personality-based job analysis. The Handbook of Work Analysis: Methods, Systems, Applications and Science or Work Measurement in Organizations. New York, NY: Routledge: Taylor & Francis Group , 247-264.
Isaka, Y. (2013). U.S. Patent No. 8,505,011 . Washington, DC: U.S. Patent and Trademark Office.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage . New York, NY: McGraw-Hill Education.
