Job descriptions for the 21st century

Article Abstract:

Business organizations are increasingly being delayered and employees empowered to facilitate speed and innovation in a constantly changing business environment. It is becoming apparent that another organizational change that must also be made is the redifinition of job descriptions. A job is traditionally conceived to be a set of specific tasks which are determined by management and assessed by the personnel department, and serve as a basis for the determination of salary levels. One of the major shortcomings of this outdated concept is that it does not take into account the differences in people's abilities and thinking and the rapidly evolving needs of the business and technology. In light of this, British Petroleum's Exploration Division has opted to dispense with traditional job descriptions and has created skills matrices designed to challenge workers to constantly develop expertise in various tasks.

Innovations, Human resource management, British Petroleum Company PLC, Petroleum industry, Job descriptions

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Work teams boost productivity

Article Abstract:

An increasing number of companies are enlisting the support of their workers to achieve competitive advantage through self-directed work teams. Team direction permits employees to make decisions and take responsibility in all areas of the business, even those previously restricted to corporate executives. One of the greatest challenges in creating self-directed work teams, however, is making organizational members accept change. Some managers find it hard to relinquish the role of boss/dictator in favor of the coach/facilitator role. Training employees in the areas of business knowledge, job skills, team dynamics and problem solving can help facilitate the smooth transition from traditional management to team direction. Open communication and administrative support are also essential to the success of self-directed work teams.

Evaluation, Work groups, Teamwork (Workplace), Participatory management

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Ease the stress of change

Article Abstract:

Many businesses are beginning to realize that utilizing personnel management expertise during times of organizational change can help to make the implementation of change more successful. Personnel management should be involved, however, from the beginning in order to impact decisions and to implement plans effectively. A recent survey of 32 personnel specialists from Philadelphia reveals that 30 of the specialists' organizations had undergone change, but only 12 were heavily involved in helping manage the changes. Personnel managers who want to help their firms from the beginning can take a variety of steps including: being visible; educating management about the value of utilizing personnel expertise during change; and giving employees the attention they deserve with the onset of change.

Analysis, Human resource departments

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