European University Institute Library

The end of the job description, shifting from a job-focus to a performance-focus, Tim Baker

eng

Includes bibliographical references (pages 213-216) index

illustrations

index present

non fiction

The end of the job description

bibliography

918878115

Tim Baker

shifting from a job-focus to a performance-focus

'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

Introduction -- Part I: Job descriptions to role descriptions -- 1. Role descriptions: the next generation -- 2. The harmful impact of the job description on HRM -- 3. The job description and the old contract -- 4. The job description and the new contract -- Part II: Non-job roles -- 5. The non-job roles framework -- 6. The positive mental attitude and enthusiasm role -- 7. The team role -- 8. The career development role -- 9. The innovation and continuous improvement role -- Part III: Implementing role descriptions -- 10. Strategies to formulate role descriptions -- 11. Assessing the non-job performance: a case study -- 12. The performance management framework