Job description and specifications
Marketing has an important role to play in every industry. It ensures needs of customers along with maximizing profits of the company. The responsibilities of marketing manager vary immensely but will always have it as significant objective (Boxall, Guthrie & Paauwe, 2016). The marketing managers use an extensive variety of marketing techniques and develop new means of communication with the reputable and potential customers.
Job analysis
The marketing managers are accountable for emerging, implementing and executing strategic marketing plans for the entire organization. The strategic marketing plans are helpful in attracting potential customers and retaining existing customers. The daily task of managers includes managing and coordinating marketing activities (Negash, Zewude & Megersa, 2014). The managers carry on market research efforts to discover the feasibility of current and existing products and services. The analysis of marketing manager’s job can be done by knowing following responsibilities:
Job description
The task and duties of the marketing managers depends on the size of company and structure of industry. It includes monitoring and analysing market trends and investigates products and services of competitors. The marketing manager explores methods to develop existing products and services and increase profitability. He takes measures to identify target markets and develop strategies to communicate with them (Fox & Cowan, 2015). The managers mostly work for 37 hours a week, from 9am to 6 pm. The managers are also expected to work more with urgent deadlines. The managers are anticipated to work for additional hours to meet targets within deadline. It also requires travelling when working at a MNC. The marketing manager should have sufficient understanding of marketing concepts and techniques. He should be able to think creatively and tackle pressure. The marketing manager should have excellent communication skills and have interest in motivating subordinates.
Job specifications
The marketing manager is accountable for the administration of marketing department. The requirements of job are determined by the job analysis and derived from the job description. The experienced marketing managers possess ten years of accountable positions in marketing if possible in the similar industry. They must have supervised and managed professional staff of 7. The manager must possess bachelor’s degree in marketing or any associated field. He can equally possess masters in marketing. The mandatory skills of marketing managers include strong and effective communication. The managers should be highly developed and demonstrated teamwork skills. The further specifications include capability to harmonize efforts of team of various talented employees. It also determines capability to enhance productivity and improvement procedures, approaches and obligation to continuous learning. The manager is required to be expertise in internet and social media strategy (Marchington, 2015). He should be effective in signifying effectiveness in holding conversations with customers. The manager should have efficiency to lead in an environment of continuous change. He should have understanding of functioning in a flexible and employee authorizing work environment. The understanding of working in a global marketplace is a positive criterion (Stone, Deadrick, Lukaszewski & Johnson, 2015).
Compensation and benefits package
The companies find effective ways to promote benefits of marketing managers. These are vital for appealing new staff and retain current staff. The marketing manager is the only one kind of job in the association (Rosen, Kacmar, Harris, Gavin & Hochwarter, 2017). The compensation and benefits packages may vary widely. The added benefits comprises car allowances, insurance, pension schemes, share options and more. They are also offered bonuses which are linked to the performances. The items included in compensation and benefits package are given below.
Salary is the most popular method of employee compensation. The other benefits focus on the stability, lifestyle and health and wellness of employees. In terms of incentives, managers get the short term and long term incentives (Knotz & Lindvall, 2015). These incentives include performance bonus, commissions, and stock options. The non-cash compensation concentrates on the lifestyle and value of marketing managers. It also includes flexible work hours, work from home and office space improvements. There is some direct and indirect form of rewards also to encourage managers which results in the desired business outcomes.
Performance appraisal programme
The performance appraisal is the efficient estimation of the performance of marketing managers. It understands the capabilities of managers for the further progress and development. The performance appraisal programme undertakes:
The advantages of performance appraisal programme are an investment for the company. This programme helps higher authorities to chalk out the programme for the resourceful marketing managers. In this case, unproductive marketing managers can be terminated from the organization. The performance appraisal benefits in chalking out the compensation packages. The merit rating can be done with the help of performance appraisal programme (Denisi & Smith, 2014). It offers worth to a performance. The compensation consists of bonus, salary packages, additional benefits and allowances. The criteria are decided on the basis of merit rather than supremacy. The practice of performance appraisal helps authorities to form training policies and programmes. It is helpful in evaluating strength and weaknesses of managers so that new job can be planned according to it. It is also helpful in understanding validity and importance of selection procedure. The future changes can also be implemented in this process. The communication with the marketing managers can be sought out in the various ways like; the managers can appreciate and admit skills of assistants. The managers can comprehend and build trust and confidence in the employees. It is also supportive in preserving amiable and friendly labour management relationship. It advances the essence of work and boosts the confidence of managers (Dusterhoff, Cunningham & MacGregor, 2014). The performance appraisal also works as a motivational tool. The evaluation of performance measures the efficiency of managers. It also helps in determining whether targets are achieved or not. It motivates managers to perform their job in a better way.
Issues in human resource management
The issue faced in human resource management is training and safety of the marketing managers. The training is an important part of the routine operations of the business. Training is a must for the organizations as every company has different practices to follow. It is also an investment process. The marketing managers are required to train properly so that they can conduct marketing activities efficiently. It is the responsibility of human resource management to make available training for the routine work, financial costs and coordination with other parties (Ding, Kam, Zhang & Jie, 2015).
Safety is also an important concern of the company. The organizations prefer to adopt practices which are more likely to reduce risks and promote safety. The issues such as health and mental are required to be considered for the organization of staff and departments. There are more issues faced by human resource management such as longer hours of working (Sheehan, 2014). The work life of managers is required to be balanced so that human resource management can focus on the major issues of the organization.
Conclusion:
In this report, job description and specification of a marketing manager have been discussed. It tells the duties and responsibilities of the marketing managers as well. A compensation and benefits package related the job of the marketing manager has been discussed as well. The considerations are also discussed which are undertaken as a part of designing compensation and benefits packages. The performance appraisal programmes for the marketing managers have been explained which are helpful in improving the performance of the marketing managers. Finally, the issues faced by the managers in the human resource management have been discussed. Resolving these issues can immensely improve the performance of the organization as well.
The human resource management is an effective approach for the staff of an organization to focus on the policies and procedures. The human resource management is responsible to oversee the benefit designs, recruitment, training, development and performance appraisal of employees and managers. It ensures that a company is able to achieve success through it’s people. In this report, a dream job of a marketing manager is created. In order to create this job, compensation plan and appraisal performance build. The report defines the job description and specifications of a marketing manager. The compensation and benefits package related to the job are designed. Further, the performance appraisal programme has been defined. Finally, the issues faced by the marketing managers in the human resource management have been defined. Various considerations are undertaken in analyzing and designing various programmes.
References:
Boxall, P., Guthrie, J. P., & Paauwe, J. (2016). Editorial introduction: Progressing our understanding of the mediating variables linking HRM, employee well?being and organisational performance. Human Resource Management Journal, 26(2), 103-111.
Denisi, A., & Smith, C. E. (2014). Performance appraisal, performance management, and firm-level performance: A review, a proposed model, and new directions for future research. The Academy of Management Annals, 8(1), 127-179.
Ding, M. J., Kam, B. H., Zhang, J. Y., & Jie, F. (2015). Effects of human resource management practices on logistics and supply chain competencies–evidence from China logistics service market. International Journal of Production Research, 53(10), 2885-2903.
Dusterhoff, C., Cunningham, J. B., & MacGregor, J. N. (2014). The effects of performance rating, leader–member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of business ethics, 119(2), 265-273.
Fox, S., & Cowan, R. L. (2015). Revision of the workplace bullying checklist: the importance of human resource management’s role in defining and addressing workplace bullying. Human Resource Management Journal, 25(1), 116-130.
Knotz, C., & Lindvall, J. (2015). Coalitions and compensation: The case of unemployment benefit duration. Comparative Political Studies, 48(5), 586-615.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.
Kroneman, M., & De Jong, J. D. (2015). The basic benefit package: Composition and exceptions to the rules. A case study. Health Policy, 119(3), 245-251.
Marchington, M. (2015). Human resource management (HRM): Too busy looking up to see where it is going longer term?. Human Resource Management Review, 25(2), 176-187.
Negash, R., Zewude, S., & Megersa, R. (2014). The effect of compensation on employees motivation: In Jimma University academic staff. Basic Research Journal of Business Management and Accounts, 3(2), 17-27.
Rosen, C. C., Kacmar, K. M., Harris, K. J., Gavin, M. B., & Hochwarter, W. A. (2017). Workplace politics and performance appraisal: A two-study, multilevel field investigation. Journal of Leadership & Organizational Studies, 24(1), 20-38.
Sheehan, M. (2014). Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal, 32(5), 545-570.
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216-231.
Urtasun-Alonso, A., Larraza-Kintana, M., García-Olaverri, C., & Huerta-Arribas, E. (2014). Manufacturing flexibility and advanced human resource management practices. Production Planning & Control, 25(4), 303-317.
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