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oWhat human traits and experiences are required to do this job well?The job specification shows what kind of person to recruitIndicates for what qualities the person should be testedIs often appended to the job descriptionIs usually an easy task when writing a job specification to fill a job with a trained person (acct, counselor, programmer)oFocus would be onQuality of trainingPrevious job performanceLength of experienceIs more difficult when filling jobs with untrained people (usually with the intention of training them on the job)oMust specify qualities such asPhysical traitsPersonalityInterestsSensory skillsThings that imply potential for either performing the job or potential to be trained for the jobGoal is to identify those personal traits or human requirements that predict which candidate woulddo well on the job and which would not
Abstract thought- A “Jobless” WorldA jobcan be defined as a set of related activities done for payThe concept of “job” is changingFrom a Fortunemagazine reporto“… the job is not going to be part of tomorrow’s economic reality. There still is and will always be enormous amounts of work to do, but it is not going to be contained in the familiar envelopes we call jobs. In fact many organizations are today well along the path toward being “de-jobbed.”De-jobbing is a result of the need for flexibilityA product of the changes we have been and are experiencing in businessNew and increasingly more important forcesoAccelerated product developmentoAccelerating technology changeoGlobalizationoDeregulationoPolitical instabilityoDemographic changesoTrend towards a service based societyCompanies must be moreoResponsiveoFlexibleoCapable of competing globallyThe meaning of the term “job” has blurred, assignmentmight be more accurate todayTwo forces are contributing to this blurringoFlatter organizationManagement layers are disappearingThe remaining supervisors can supervise lessSubordinate jobs get bigger and empoweredoWork teamsMulti-skilled, cross-functional and self directed teams are replacing the traditional pyramid management structureJobs change dailyMain effort is to keep employees from viewing their jobs as a limited and specific setof responsibilitiesFuture of Job DescriptionsMost companies still depend on job descriptions and on the traditional concept of “job”More organizations are moving towards new configurationsTo some even the phrase “and all other duties as assigned” is still too rigid and limitingSignals will come from the changing demands of the project or assignmentFirms don’t want employees to feel limited by a specific set of responsibilitiesThey may substitute brief job summariesThe vast majority of relatively untrained positions will continue to utilize job descriptions
The most familiar use for job descriptions is as the basis for deciding what types of people to recruit and then selectThe first step in this process is workforce planning and forecasting Is the process of formulating plans to fill the employer’s future openings based on projectingo