Hence, please search CiteHR using keywords from your query and then pose a precise question, rather than a general question. Please also give details of the type of your organisation and the level of staff from whom you want to implement the same.
the managerial cadre at the plant locations of the organisation includes:
You may need to take help from experienced person to start with. I suggest that you contact Dinesh Divekar, a management consultant and a contributing member at CiteHr.
It is not so easy that you read the book/article and start making Job Description and Job analysis.
You may be required to get professional help from a consultant/consultancy firm, who has done this process in many organizations.
Job descriptions are normally done by conducting one to one interviews to understand the nature of job, and importance of the particular job with reference to the spectrum of the jobs available in the organization.
Job analysis normally involves Job Specification (Prerequisites for carrying the job successfully), this normally is a group exercise where knowledgeable individuals are coming to gather or management assigns this job to such individuals to form the group.
I hope the above will help you in the matter.
I have been fortunate to have 10 years as an Organisational Analyst specialising in Job Evaulation (with exposure to Peromnes, Paterson, Hay, Task as well as the 1984's USA State Department's Post Classification System - adopted by a Steel Company with plus 15 000 employees).
From there I moved into Quality Management Systems (15 years in both automotive and non-automotive environments). My advice is to use the process-approach as advocated by the ISO9001:2008 QMS standard and to ensure that these 'functional" responsibilities are enscapsulated into the organigram and then from there into the relevant Departmenal Head Job Profiles and cascaded downwards to the subordinates as required by your company (keep in mind Lean Organisation Lessons). Succession-planning plays a crucial role for key/critical positions and has been neglected since the 90's when companies felt they could just "buy" talent and not nurture it. The newly emerging title of Talent Manager and the exorbitant salary of such a position demonstrates the failure of reducing JE to Salary Surveys and market-related recruiting. One such author, circa 1994, had a chapter in his book, Job Evaluation RIP which advocated the demise of JE.
I believe that Job Evaluation is coming full circle again but the approach needs to be aligned to the ISO9001's process ownership approach. Few HR managers or HR Consultants understand this and in many companies, I have witnessed dual systems created and thus creating conflict between HR and Quality Management due to this lack of understanding and lack of integration between the 2 disciplines.
Key Performance Indicators (Company Dashboard) and the development of a KPI tree per Function should be the tool to define roles and responsibilities within the Job Description/Profile.
Hiring initiatives should consider influences of Group Dynamics and Personal Profile Analysis (with JPA) either Thomas International or Carlton Publishing Company - other similar instruments based on research into the 4 Tempermants of Hippocrates (i.e Brain-dominance theory) should also be considered once the organisational structure is in place' This is because employees get hired for cv-qualification implied competence but fired for performance and such behavioural identification instruments reduces this risk.
I trust these thought-starters will be of some assistance.