job description

Examples of job description in the following topics:

• Finding Good Candidates

  • This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search.
  • Often a company will have job descriptions that represent a historical collection of tasks performed in the past.
  • These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements.
  • Each job description should be associated with a list of critical skills, behaviors, or attitudes that will make or break the job performance.
  • Starting a recruitment with an accurate job analysis and job description ensures the recruitment process effort starts off on a proper track for success.

• Tactics for Improving Fit

  • The basis for improving fit between the employee and the job is striking a balance between job design and individual—crafting the job in such a way that it complements the employee's individual skills, aspirations, personality, and attributes.
  • As a result, flexibility to tailor the job design for both organizational effectiveness and employee job satisfaction is a significant, ongoing part of the job design process.
  • This design becomes the foundation for the job description, which is a more exact picture of the job's nature and which comprises the following:
  • The job description outlines the general attributes of the person for whom the job is designed and serves as the basis for improvement and modification during the improvement process.
  • Job analysis employs a series of steps which enable a supervisor to assess a given employee/job fit and to improve the fit, if necessary.

• How Job Satisfaction Influences Behavior

  • Job satisfaction can affect a person's level of commitment to the organization, absenteeism, and job turnover.
  • Job satisfaction can affect a person's level of commitment to the organization, absenteeism, and job turnover rate.
  • It can also affect performance levels, employee willingness to participate in problem-solving activities, and the amount of effort employees put in to perform activities outside their job description.
  • —for improvement and job enrichment.
  • When employees go above and beyond their job description to complete a project or assist a colleague, their actions can be referred to as organizational citizenship behavior or OCB (see Bommer, Miles, and Grover, 2003).

• Internal equity

  • A job description summarizes the information collected in the job analysis.
  • See http://en.wikipedia.org/wiki/Job_analysis for more information about job analysis.
  • Job evaluation is a process that takes the information gathered by the job analysis and places a value on the job.
  • Job evaluation is the process of systematically determining the relative worth of jobs based on a judgment of each job's value to the organization.
  • The result of the job analysis and job evaluation processes will be a pay structure or queue, in which jobs are ordered by their value to the organization.

• Employee Recruitment

  • Job analysis involves determining the different aspects of a job through, for example, job description and job specification.
  • The former describes the tasks that are required for the job, while the latter describes the requirements that a person needs to do that job.
  • Screening and selection is the process of assessing the employees who apply for the job.
  • Methods of screening include evaluating resumes and job applications, interviewing, and job-related or behavioral testing.
  • Internet job boards and job search engines are commonly used to communicate job postings.

• Defining Job Satisfaction

  • Job satisfaction is the level of contentment a person feels regarding his or her job.
  • Job satisfaction falls into two levels: affective job satisfaction and cognitive job satisfaction.
  • Affective job satisfaction is a person's emotional feeling about the job as a whole.
  • Cognitive job satisfaction is how satisfied employees feel concerning some aspect of their job, such as pay, hours, or benefits.
  • To create a benchmark for measuring and ultimately creating job satisfaction, managers in an organization can employ proven test methods such as the Job Descriptive Index (JDI) or the Minnesota Satisfaction Questionnaire (MSQ).

• Brief history of traditional approaches to job design

  • Frederick Taylor developed this theory in an effort to develop a "science" for every job within an organization (Taylorism).
  • In regards to this theory employers are encouraged to design jobs that enhance and motivate employees beyond simply meeting a daily or weekly quota.
  • Simple recognition is often enough to motivate employees and increase job satisfaction (Herzberg's Motivation-Hygiene Theory).
  • More effective jobs can be created when specific goals are established.
  • If a company wants to implement goal setting theory with regards to job design than a reasonable job criteria and description must be established.

• Elements to job design

  • Job design is critical to the success of any organization.
  • In order to better understand job design it is helpful to define some key elements and their relationship with job design processes.
  • In job design it is necessary to identify and structure jobs in a way so that the company's resources are being efficiently used.
  • Reward systems also play a role in job design.
  • An outline or description of reward packages needs to be established while constructing jobs.

• Defining Job Design

  • To understand job design, it is helpful to identify some key elements and their relationship with job design processes.
  • Managers should design jobs that motivate employees.
  • In job design, it is necessary to identify and structure jobs in a way that uses the company's resources efficiently.
  • Reward systems also play a role in job design.
  • An outline or description of reward packages should be established when constructing jobs.

• Postponing Job Hunting

  • It is estimated that 50% or higher of all jobs are found through networking.
  • The immediate goal of job seeking is usually to obtain a job interview with an employer which may lead to getting hired.
  • The job hunter typically first looks for job vacancies or employment opportunities.
  • As of 2010, less than 10% of U.S. jobs are filled through online ads.
  • Information collected might include open positions, full name, locations, web site, business description, year established, revenues, number of employees, stock price if public, name of the chief executive officer, major products or services, major competitors, and strengths and weaknesses.