Job Analysis: Vending Supervisor
1) Who did you observe/interview/take critical incidents from, and what is their job title?
I interviewed and took critical incidents from Lacey Jahns, a SH3 /Vending Supervisor on the USS George H.W. Bush CVN77
2) What specific difficulties/challenges did you face during your job analysis? Why could you have done to have avoided or minimizes these difficulties?
The difficulties that I had at first was selecting a reliable SME. The first SME that I had, agreed for me to do a job analysis on her. She had submitted enough information about her title, position and a brief description of her job in which I was able to submit part I of the job analysis and received a green light to pursue. Afterward, I tried three times to set up an interview …show more content…
Did you get the same information about the person’s job from each method? Why did you get similar/different information?
I used the interview and critical incidents methods in which were compatible with my schedule. Yes, I received the same type of information from the person within the interview as well as the critical incidents report. The only thing different, was that the interview briefly described her job, a typical day at work, her responsibilities, and personal traits. While, the critical incident report went into more details of the kind of day the Vending Supervisor sometimes has. I believe I had obtained similar results, because what she actually stated was consistent with what her job involves.
4) If you had only used one method, which would have given you more comprehensive information about the target job? Do you think your answer would be the same for all …show more content…
I also learned that being a Vending Supervisor is not just about buying merchandise and restocking the machines with products and goods. There is actually a whole process that comes with it. The specific vending machine department is on a time limit schedule, besides having to manually priced the products and clean the machines on a daily basis, which takes about two hours every day to do. The storeroom has to be organized and look presentable at all time. I didn’t know there were an actual reward for excellence that were given every year for following all the
I interviewed and took critical incidents from Lacey Jahns, a SH3 /Vending Supervisor on the USS George H.W. Bush CVN77
2) What specific difficulties/challenges did you face during your job analysis? Why could you have done to have avoided or minimizes these difficulties?
The difficulties that I had at first was selecting a reliable SME. The first SME that I had, agreed for me to do a job analysis on her. She had submitted enough information about her title, position and a brief description of her job in which I was able to submit part I of the job analysis and received a green light to pursue. Afterward, I tried three times to set up an interview …show more content…
Did you get the same information about the person’s job from each method? Why did you get similar/different information?
I used the interview and critical incidents methods in which were compatible with my schedule. Yes, I received the same type of information from the person within the interview as well as the critical incidents report. The only thing different, was that the interview briefly described her job, a typical day at work, her responsibilities, and personal traits. While, the critical incident report went into more details of the kind of day the Vending Supervisor sometimes has. I believe I had obtained similar results, because what she actually stated was consistent with what her job involves.
4) If you had only used one method, which would have given you more comprehensive information about the target job? Do you think your answer would be the same for all …show more content…
I also learned that being a Vending Supervisor is not just about buying merchandise and restocking the machines with products and goods. There is actually a whole process that comes with it. The specific vending machine department is on a time limit schedule, besides having to manually priced the products and clean the machines on a daily basis, which takes about two hours every day to do. The storeroom has to be organized and look presentable at all time. I didn’t know there were an actual reward for excellence that were given every year for following all the