The End of the Job Description : Shifting From a Job-Focus To a Performance-Focus

Makes job descriptions fit for purpose – and not a process driven waste of time "'That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job? We need people to fulfil many different roles at work - yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description? It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century. Building on the phenomenal success of The End of the Performance Review, Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results."-- Provided by publisher Front Matter....Pages i-x Introduction....Pages 1-7 Front Matter....Pages 9-9 Role Descriptions: The Next Generation....Pages 11-26 The Harmful Impact of the Job Description on HRM....Pages 27-47 The Job Description and the Old Contract....Pages 48-62 The Job Description and the New Contract....Pages 63-78 Front Matter....Pages 79-79 The Non-Job Roles Framework....Pages 81-98 The Positive Mental Attitude and Enthusiasm Role....Pages 99-113 The Team Role....Pages 114-131 The Career Development Role....Pages 132-148 The Innovation and Continuous Improvement Role....Pages 149-165 Front Matter....Pages 167-167 Strategies to Formulate Role Descriptions....Pages 169-179 Assessing Non-Job Performance: A Case Study....Pages 180-194 The Performance Management Framework....Pages 195-212 Back Matter....Pages 213-226 Cover 1 Half-Title 2 Title 4 Copyright 5 Dedication 6 Contents 8 List of Figures and Tables 10 Introduction 12 Part I Job Descriptions to Role Descriptions 19 1 Role Descriptions: The Next Generation 20 2 The Harmful Impact of the Job Description on HRM 36 3 The Job Description and the Old Contract 57 4 The Job Description and the New Contract 72 Part II Non-Job Roles 88 5 The Non-Job Roles Framework 89 6 The Positive Mental Attitude and Enthusiasm Role 107 7 The Team Role 122 8 The Career Development Role 140 9 The Innovation and Continuous Improvement Role 157 Part III Implementing Role Descriptions 174 10 Strategies to Formulate Role Descriptions 175 11 Assessing Non-Job Performance: A Case Study 186 12 The Performance Management Framework 201 Notes and References 219 Index 223 Machine generated contents note: -- Introduction -- PART I: JOB DESCRIPTIONS TO ROLE DESCRIPTIONS -- 1. Role Descriptions: The Next Generation -- 2. A New Definition of Work Performance -- 3. The Job Description and the Traditional Employment Relationship -- 4. The Job Description and New Employment Relationship -- PART II: NON-JOB ROLES -- 5. The Rising Importance of the Non-job Role -- 6. The Positive Mental Attitude and Enthusiasm Role -- 7. The Team Role -- 8. The Career Role -- 9. The Innovation and Continuous Improvement Role -- PART III: IMPLEMENTING ROLD DESCRIPTIONS -- 10. Strategies to Formulate Role Descriptions -- 11. Evaluating the Performance of Non-job Roles -- 12. Bringing it all Together: the Performance Management Framework