Management Information System: HR Manager Job Analysis Report

This report presents a comprehensive job analysis focusing on the role of a Human Resource Manager within the retail industry. It details the educational requirements, certifications, and experience needed for the position, along with a thorough examination of the manager's responsibilities and interactions with various individuals and groups, including the HR Director, Finance Manager, Marketing Manager, Operations Manager, and both internal and external stakeholders. The analysis highlights the characteristics of these groups, communication practices, and interdependencies crucial for achieving organizational goals. The report also evaluates the interdependencies between departments such as finance, operations, marketing, and HR, emphasizing the importance of coordination and communication. Recommendations are provided to enhance the efficiency of interdependent groups, focusing on collaborative growth, policy execution, and regular meetings. The report concludes by emphasizing the critical role of the HR manager and the impact of interdepartmental support on the overall performance of the human resource department.

Running Head: MANAGEMENT INFORMATION SYSTEM
MANAGEMENT INFORMATION SYSTEM
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Table of Contents
Introduction................................................................................................................................2
Requirements of the Job.............................................................................................................2
Group of Individuals..................................................................................................................3
Characteristics of Individuals and Groups.................................................................................3
Candidates..................................................................................................................................4
Interdependency.........................................................................................................................4
Evaluation of Interdependency..................................................................................................6
Recommendations......................................................................................................................7
Conclusion..................................................................................................................................7
References..................................................................................................................................8
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Introduction
Job analysis of a process to find and to evaluate the requirements, duties and responsibilities
associated with a particular job. It also includes identifying the appropriateness and
importance of these duties. This report is related to the analysis of y current job profile of a
Human Resource Manager working in the retail industry (Edien, 2015). The report is related
to my current job responsibilities and describes the conditions which I have to face at the time
of working in the organization as a HR manager.
Requirements of the Job
Education
For this position of the human resource manager, an individual is required to have at least a
bachelor’s degree. The Society of Human Resource Management recommends having a
degree that includes the knowledge of economics, maths, business, social and behavioural
sciences. The organization prefers to have an advanced degree like Master of Business
Administration with the main concentration on HR or a master’s degree in organizational
behaviour, organizational psychology, human resource management and organizational
development (Siddique, 2004).
Certification
The company always prefers to hire a HR manager who is certified as a Global professional
in HR or Senior Professional in HR.
Experience
The company focuses on the individuals having 8-10 years’ experience at the same or lower
profile. The extensive knowledge of all areas of managing human resources in practicality is
also a major requirement for this profile.
Information about Human Rights
The HR manager is required to have information about the human rights and labour Laws
while working in an organization and should always be updated about the changing laws. The
main responsibility main responsibility of a human resource manager is to protect the human

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resources from any kind of harassment and use their skills for achieving the organizational
objectives (Murthy, 2012).
Group of Individuals
The HR manager needs to coordinate and manage all the human resources of the company
and thus there are many inside and outside groups and individuals, to whom I need to
coordinate time to time as per the requirements of my job. Some of those most important
individuals and groups are as follows:
 HR Director, Department of Human Resource Management
 Finance Manager, Department of Financial Management
 Marketing Manager, Marketing Department
 HR Executives, Department of Human Resource Management
 Operations Manager, Operations Department
 Board of Directors of the Organization
 Applicants
 New and existing employees from all departments (Navaz et al., 2013)
Characteristics of Individuals and Groups
Quick decisions
This is the characteristic of the manager of the operations department. He generally makes
the decision at the end time and always in hurry. Sometime, it is resulting in the selection of
the wrong candidate at the time of immediate communication about the immediate
requirement in the operations department.
Diversity
It is the main characteristic of the marketing department where all the employees are from
different backgrounds and religions. This helps in handling the different type of customers by
the department but for the human resource department, sometimes it becomes difficult to
manage them with the same rules and regulations (Zubair & Khan, 2014).
Communication Practices

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It is the main reason because of which most of the decisions related to the employees gets late
which results in the employee dissatisfaction. There are no arrangements of monthly
meetings or discussions so that every individual group may interact with each other to find
out the area where performance in lacking behind.
Strong communication
It the main characteristic of the finance that helps the HR department to work as per the quota
decided by the finance manager. This also enables the employees to get their salaries on time
because of the strong and immediate communication system between HR and Finance
department (Mwangi & Kiambati, 2015).
Candidates
The main characteristic that is found in most of the candidate is their attitude towards the job.
They do not think about the organizational goals of the duties for which they are applying.
They just want to be hired and it increases the chances if attrition as when they are not
capable to perform, then they switch to any other organization.
Interdependency
HR Director
As an HR manager, I need to report to the HR director about the day to day functions and the
activities of the HR department. On the basis of such report, the HR director decides the next
step that is to be taken to improve the effectiveness of work and to increase the capability of
existing human resources in order to achieve the organizational goals (GABCANOVA,
2011).
Finance Manager
Before starting any new recruitment process, I need to consider with the finance manager to
know the cost of recruitment and then to evaluate the overall benefits. Finance manager
estimates the amount of increment and bonus after considering the future impact of such
implication with the human resource department (Parameswari & Yugandhar, 2015).
Marketing Manager

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Selection of the right candidate to attract the customers is the main responsibility of HR
department which is to be performed after discussion with the manager of the marketing
department as he tells the actual requirements of the candidates and then the HR team hire
candidates accordingly (Devi & Srinivasan, 2015).
Applicants
As an HR manager, I need to meet the selected candidates for the final approval of selection.
This is an important stage of meeting as at this stage the salaries are discussed and the
intentions of employees are well-evaluated to know their future plans related to the job.
Operations Manager
The operations manager helps me to arrange the proper training and development programs
for the new employees as well as the existing and promoted employees. The operations
department also shares the data on the performance of the employees so that bonus. Incentive
and increment percentage can be decided in an appropriate manner.
HR Executives
The HR executives are the members of my team to whom I need to coordinate for each and
every function related to the management of the human resources of the company. I need to
decide jibs and responsibilities of each of the executives and then to take feedback about if
they are facing any problem in handling the same (Abou-Moghli & Rumman, 2012).

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Evaluation of Interdependency
The interdependency shown in above diagram helps the organization to achieve the
profitability and success in long run. The need for finance, operations and marketing
department regarding human resources is being fulfilled by the human resource department of
the company. In the entire process, the main role and responsibilities are performed by th
person designated as Human Resource Manager.
If HR manager does not consult the finance manager about the budget available for recruiting
the new employees or to distribute dividend among the employees, then it may lead to
conflict between the employees and the management (Jiang, 2009).
Similarly, if the marketing manager does not reveal the required qualities for sales employees
then it would be difficult for the Human resource manager to give the instruction about the
recruitment. But, the operations manager of my organization is a responsible person and
coordinates with me and my team in a very well manner.
All the organizational activities are performed with the help of human resources and thus
coordination with the HR manager and the department is required to perform all the activities
in an efficient manner.
FINANCE
Provides financial resources to all the departments.
Needs trained Staff
Needs coordination related to the cost management
OPERATIONS
Input to output
Product must meet customer requirement.
Needs employees for smooth operations
Needs finance for its operations
HR
Reward management to motivate the employees
Selection and provide training to employees to make
them able to work in the other departments of the
organization.
MARKETING
Determine wants and needs of the customers.
Requires trained staff and finance.
Provide training to the new employees of marketing
department.

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It can be said that reciprocal dependency is existed among all the groups of the organization
as all are dependent on each other for the purpose of their day to day functions and activities.
Recommendations
On the basis of the above discussion, the following recommendations can be provided that
can be considered by the company to increase the efficiency of the interdependent groups:
 All the groups and departments are required to focus on the overall growth of the
organization instead of focusing on the individual growth of a person or a department.
 All the groups should help in executing the policies related to the management of
human resources and thus to reduce the problems of employees.
 The weekly and monthly meeting should be organized with all the managers to
discuss the functioning of all the departments and then find out the area of
improvement with the help and support of each other.
 The concerned groups and departments should control the measures that are working
as hindrances in the work of the HR manager and executives (Rasca & Deaconu,
2015).
Conclusion
On the basis of above discussion, it can be concluded that being an HR manager, I need the
support from all the departments and their style of work affect the activities and functions of
the performance of the whole human resource department. The evaluation of
interdependencies has been described along with the diagrammatic representation. In the end,
recommendations have also been providing that can be used by the company to increase the
effects and manner of above mentioned dependencies.

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References
Abou-Moghli, A.A. & Rumman, A.H.A., 2012. Influential Relationship Between Human
Resources Management Practices (HRMP) and Organizational Performance: A Study on
Five-Star Hotels in Jordan. American Academic & Scholarly Research Journal , 4(5), pp.1-9.
Devi, A.R. & Srinivasan, J., 2015. Role of HR in Marketing: (A Review). International
Journal of Latest Trends in Engineering and Technology, 8(1), pp.90-96.
Edien, A.G.A., 2015. Effects of Job Analysis on Personnel Innovation. International Journal
of Business and Management Invention, 4(10), pp.9-18.
GABCANOVA, I., 2011. The Employees – The Most Important Asset. Human Resources
Management & Ergonomics , 5(1), pp.1-12.
Jiang, X., 2009. Strategic Management for Main Fubctional Areas in an Organization.
International Journal of Business and Management, 4(2), pp.153-57.
Murthy, N., 2012. Accountability of any personnel manager. International Journal of
Marketing and Technology, 2(9), pp.60-74.
Mwangi, W.B. & Kiambati, , 2015. Global Journal of Management and Business Research: A
Administration and Management. Integrating Human Resource Management Organizational
Strategies, 15(7), pp.27-32.
Navaz, A.S., Fiaz, A.S., Prabhadevi, C., Sangeetha, V. and Gopalakrishnan, S., 2013. Human
Resource Management System. IOSR Journal of Computer Engineering, 8(4), pp.62-71.
Parameswari, B.N. & Yugandhar, V., 2015. The Role of Human Resource Management in
Organizations. International Journal of Engineering Technology, Management and Applied
Sciences, 3(7), pp.58-63.
Rasca, L. & Deaconu, , 2015. Human Resources Management Practices and Learning
Organizational Culture- A New Perspective. [Online] Available at:
http://conferinta.management.ase.ro/archives/2015/pdf/71.pdf [Accessed 29 August 2018].
Siddique, C.M., 2004. Job analysis: a strategic human resource management. The
International Journal of Human Resource, 15(1), pp.219-44.

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Zubair, S.S. & Khan, A., 2014. Job Analysis and Performance Management in Pakistan
Army: A Strategic Human Resource Management Perspective. Information and Knowledge
Management, 4(10), pp.51-58.