job description

Examples of job description in the following topics:

• 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).

• Monetary Employee Compensation

  • Monetary compensation can be either guaranteed (base) pay or variable pay and positively correlates with job satisfaction.
  • Individual skills and experience levels of employees leave room for differentiation of income levels within the job-based pay structure.
  • Salaries and wages are tied to a job description that lays out the expectations and responsibilities of an employee.
  • Management can refer to job descriptions to determine whether employees qualify for raises.
  • The effect of compensation on employee job satisfaction has also been studied.

• 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).

• Structuring Employee Feedback

  • The evaluation form should spell out job-specific goals and requirements and put these in the larger context of the short-term and long-term goals of the organization and the department.
  • Evaluation criteria should be closely connected to both the job description of the employee and the core values of the organization.
  • If the organization uses a ranking system, the middle score should indicate adequate job performance, and low or high scores must be reserved for very poor or excellent performance respectively.

• 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.

• Job Characteristics Theory

  • The Job Characteristics Theory is a framework for identifying how job characteristics affect job outcomes.
  • The Job Characteristics Theory (JCT), also referred to as Core Characteristics Model and developed by Hackman and Oldham, is widely used as a framework to study how particular job characteristics impact job outcomes, including job satisfaction.
  • No one combination of characteristics makes for the ideal job; rather, it is the purpose of job design to adjust the levels of each characteristic to attune the overall job with the worker performing it.
  • The job characteristics directly derive the three states.
  • The five core job characteristics can be combined to form a motivating potential score for a job that can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.

• Organizational Development

  • What are the relationships between the people and the requirements of their jobs?

• The Myers-Briggs Personality Types

  • They began work on a questionnaire during World War II to help women who were entering the industrial workforce as part of the war effort to understand their own personality preferences and use that knowledge to identify the jobs that would be best for them.
  • The dimensions of the MBTI are seen here, along with temperament descriptions associated with each personality trait.