What use is a job description?

Article Abstract:

Job descriptions have been documented to have more than 100 major management applications. Frequently neglected uses of job descriptions include: helping employees understand their jobs better; building team understanding and support; motivating employees; determining non-pay rewards; assisting work sampling research; helping with employee outplacement; determining comparative job skills; providing priorities for supervisors to monitor; and guiding decisions about work design and task allocations. Unlike job descriptions, job analyses are frequently ineffective. For example, employees are not trained or motivated to complete analyses. Many analyses rely on only one source of information. Management support is often lacking. Neither supervisors nor employees are allowed to help design the analyses. These and other data suggest that such analyses should start utilizing time study engineering methodology.

Evaluation, Job analysis, Job descriptions

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Supervisors as trainers: the long-term gains of OJT

Article Abstract:

Skills training conducted on the job is usually faster and results in greater productivity improvements than training that occurs in a classroom. On-the-job training is more effective because the skills taught are directly related to the work being performed. The person providing the training, the line supervisor, is the same person who evaluates the employee's performance. Supervisors make good trainers because: they have power over the new recruit, they are experts in the area for which they are providing training, and they have a stake in the success of the training. Supervisors occasionally fail to be good trainers because they lack the communications skills required.

Occupational training, Employee training

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Train supervisors to measure and evaluate performance

Article Abstract:

Solutions for the performance appraisal problem lie in two areas: the evaluation process itself and the skills of the evaluator. The evaluation system simultaneously requires the evaluator to be a management-judge and an employee-coach. This method is usually tilted in favor of management or employee, but rarely both. The evaluator needs to be able to establish goals and a rating system, and then must be able to accurately monitor employee performance. These observations must be averaged out over time and merged into an opinion. Finally, the evaluator has to provide feedback to the employee in an effective way.

Goal setting

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