job discriptions
A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis considers the areas of knowledge and skills needed for the job. A job usually includes several roles. The job description might be broadened to form a person specification or may be known as Terms Of Reference. The person/job specification can be presented as a stand alone document though in practice, it is usually included within the job description.
Roles and responsibilities[edit]
A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.
Goals[edit]
A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in the future.Limitations[edit]
Prescriptive job descriptions may be seen as a hindrance in certain circumstances:[2]
Job descriptions may not be suitable for some senior managers as they should have the freedom to take the initiative and find fruitful new directions;
Job descriptions may be too inflexible in a rapidly-changing organization, for instance in an area subject to rapid technological change;
Other changes in job content may lead to the job description being out of date;
The process that an organization uses to create job descriptions may not be optimal.
See also[edit]
Strategic human resource planning
Competency-based management
Competency-based recruitment
International Standard Classification of Occupations
References[edit]
Jump up ^ Torrington & Hall. Personnel Management: A New Approach. Prentice Hall International. p. 205. ISBN 0-13-658501-9.
Jump up ^ Ungerson, 1983
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Roles and responsibilities[edit]
A job description may include relationships with other people in the organization: Supervisory level, managerial requirements, and relationships with other colleagues.
Goals[edit]
A job description need not be limited to explaining the current situation, or work that is currently expected; it may also set out goals for what might be achieved in the future.Limitations[edit]
Prescriptive job descriptions may be seen as a hindrance in certain circumstances:[2]
Job descriptions may not be suitable for some senior managers as they should have the freedom to take the initiative and find fruitful new directions;
Job descriptions may be too inflexible in a rapidly-changing organization, for instance in an area subject to rapid technological change;
Other changes in job content may lead to the job description being out of date;
The process that an organization uses to create job descriptions may not be optimal.
See also[edit]
Strategic human resource planning
Competency-based management
Competency-based recruitment
International Standard Classification of Occupations
References[edit]
Jump up ^ Torrington & Hall. Personnel Management: A New Approach. Prentice Hall International. p. 205. ISBN 0-13-658501-9.
Jump up ^ Ungerson, 1983
Stub icon This business-related article is a stub. You can help Wikipedia by expanding it.
Categories: RecruitmentBusiness stubs
References: edit] Jump up ^ Torrington & Hall. Personnel Management: A New Approach. Prentice Hall International. p. 205. ISBN 0-13-658501-9. Jump up ^ Ungerson, 1983 Stub icon This business-related article is a stub. You can help Wikipedia by expanding it. Categories: RecruitmentBusiness stubs