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Human Resource Management of Sunoco

Discuss Human Resource Management of Sunoco within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Sunoco Inc. (NYSE: SUN) is an American petroleum and petrochemical manufacturer headquartered in Philadelphia, Pennsylvania, United States, formerly known as ...



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Human Resource Management of Sunoco
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Human Resource Management of Sunoco - January 28th, 2011

Sunoco Inc. (NYSE: SUN) is an American petroleum and petrochemical manufacturer headquartered in Philadelphia, Pennsylvania, United States, formerly known as Sun Company Inc. (1886–1920 and 1976–1998) and Sun Oil Co. (1920–1976).

Sunoco is one of the largest gasoline distribution companies in the United States, with Sunoco brand gasoline being sold in over 4,700 outlets;[2] just over a third of these outlets are Sunoco gas stations and convenience stores,[3] located in 26 states.[2]

Sunoco is a Fortune 100 Company. It is also the biggest company based in Philadelphia and the 2nd biggest in Pennsylvania behind

Job Analysis is the process of collecting, analyzing, and setting out information about the content of jobs in order to provide the basis for a Job Description and data for recruitment, training, job evaluation and performance management.

Or u can say-
It is the process which provides information used for writing job description (a list of the job entails) and Job specification (What kind of people to hire for the job)

Information Provided by Job Analysis.

-why the job exists and, in essence, what the job holder is expected to contribute.
- the nature and scope of the job in terms of the tasks and operations.
- Performance criteria.
- Responsibilities.
- Motivating factors.
- Development Factors (promotion and career prospective.)
- Environmental factors (working conditions, unsocial hours, mental and emotional demands)

What does Job analysis helps us understand….
1) Selection Procedures
2) Compensation
3) Training
4) Performance Review,etc.

Nature of Job Analysis

The most basic building block of HR management, job analysis, is a systematic way to gather and analyze information about the content and human requirement of jobs, and the context in which jobs are performed.

Job analysis usually involves collecting information on the characteristics of a job that differentiate it from other jobs. Information that can be helpful in making the distinction includes the following:
l Work activities and behaviors l Machines and equipment used
l Interactions with others l Working conditions
l Performance standards l Supervision given and received
l Financial and budgeting impact l Knowledge, skills, and abilities needed

What Is a Job?

Although the terms job and position are often used interchangeably, there is a slight difference in emphasis. A job is a grouping of common tasks, duties, and responsibilities. A position is a job performed by one person. Thus, if there are two persons operating word processing equipment, there are two positions (one for each person) but just one job (word processing operator).

Job Descriptions and Job Specifications
In most cases, the job description and job specifications are combined into one
document that contains several different sections. An overview of each section
follows next.
JOB DESCRIPTIONS : A job description indicates the tasks, duties, and responsibilities of a job. It identifies what is done, why it is done, where it is done, and briefly, how it is done.
Performance standards should flow directly from a job description, telling
what the job accomplishes and how performance is measured in key areas of the job description. The reason for including the performance standards is clear. If employees know what is expected and how performance is to be measured, they have a much better chance of performing satisfactorily.

JOB SPECIFICATIONS While the job description describes activities to be done, it is job specifications that list the knowledge, skills, and abilities an individual needs to perform a job satisfactorily. Knowledge, skills, and abilities include education, experience, work skill requirements, personal abilities, mental and physical requirements.

e.g. Job specifications for a data entry operator might include a required educational level, a certain number of months of experience, a typing ability of 60 words per minute, a high degree of visual concentration,
and ability to work under time pressure.

1. Intense Competition

The organization finds itself operating in an environment of growing competitive pressures. The intense competition between firms makes it more difficult to develop and sustain any kind of competitive advantage. New products are quickly reverse-engineered, copied, and produced less expensively. When new services are launched, competing services soon follow. Organizations are pressured to innovate and stay ahead of the competition (Kraiger 2002).

2. Change

The business environment is changing at an incredibly rapid pace, which means that organizations must respond in kind. Because products and services can be copied more quickly than ever before, there is pressure on organizations to stay ahead or to respond rapidly to competition. Employees are being trained and developed in order to adapt continually to new demands (Kraiger 2002).

3. Increased focus on Customer

Consumers are becoming more smart and knowledgeable. Organizations are focusing on consumers – analyzing their behavior, attitudes and decision-making process. Organizations need to prepare better the employees who interact with customers who interact with customers, providing them with better information, better skills, and greater autonomy to address customer requests and concerns (Kraiger 2002).

4. Need to Maintain High Levels of Talent

One of the most compelling challenges with implications for a company’s training strategy is the war for talent. Labor shortages exist in many markets, and particularly in knowledge-intensive industries. Heightened competition intensifies this problem. If products and services can be copied, then competencies – for example, to innovate, to refine processes, to solve problems, to form relationships – become an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies becomes paramount. Organizations need talented people to succeed and must compete in part on their ability to attract, develop, and retain them

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Last edited by abhishreshthaa; January 28th, 2011 at 01:37 PM..
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