Managing the inner contradictions of job descriptions: A technique for use in recruitment.

Stybel, Laurence J.

doi:10.1080/10887151003776554

Cited by 12 publications

(18 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…What is important here is the updating of job descriptions and the writing of new job descriptions that bring about a number of strategic benefits to the organizations that utilized effective mechanisms to ensure that job descriptions are continuously updated and new ones are written where needed (Al-Marwai & Subramaniam, 2009). However, job descriptions are building blocks for enterprise wide talent management systems such as training, coaching, recruitment, performance assessment, succession planning, and job-competency modelling (Stybel, 2010). Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work (Singh, 2010).…”

Section: Job Description and Organizational Performancementioning

confidence: 99%

Imperative Implications of Job Analysis on Employees’ Commitment of Public Sector Organizations in Cross River State, Nigeria

2020

IJBMR

View full text Add to dashboard Cite

This research paper centered on the imperative implications of job analysis on organizational performance of public sector organizations in Cross River State. The study adopted a theoretical based approached. Information were sourced from journal articles, text books, internet materials etc. The study revealed that job analysis have a significant influence on organizational performance of the public sector organizations in the state. The study also revealed that job description have a significant influence on employees' commitment of the public sector organization in the State. The study also discovered that job specification and job evaluation also affect employees' commitment of public sector organizations in the State. The study also revealed that job content influence employees' commitment of the public sector organizations and that competency, knowledge, skills, abilities and other job characteristics also influence employees' commitment of the public sector organizations in Cross River State. From the above findings, it was recommended that managers, directors as well as political office holders (politicians) should at all times analyze the jobs and the people who are to do the jobs before recruitment in order to determine their fitness towards the job performance of the public sector organizations in Cross River State. The management should always describe the jobs and its contents before selection for training and recruitment in order to ascertain the focal point of the jobs for effective and efficient organizational performance to be achieved on a continuous basis. The management should also at all times specify the persons and the jobs to be performed in order to determine whether the people have the right qualifications and experience to do the jobs or not, because this would assist to enhance corporate performance of the organizations on a continuous basis. It was conclude that job analysis is a vital tool for effective human resource planning policy of any given organization either private or public. It is a fundamental internal strategy use by human resource managers, job analysts, professionals as well as practitioners in obtaining necessary or pertinent information about the jobs and the workers before or during selection for recruitment as well as training of existing and prospective employees in any given organization. It is also evident that when the people with the right qualifications, experience, competency, knowledge, skills, abilities and other job features are recruited into public sector organizations, its performances will be improved upon steadily in Cross River State.

show abstract

Section: Job Description and Organizational Performancementioning

confidence: 99%

Imperative Implications of Job Analysis on Employees’ Commitment of Public Sector Organizations in Cross River State, Nigeria

2020

IJBMR

View full text Add to dashboard Cite

show abstract

“…Job descriptions can be prepared for several different purposes, for instance to set the sphere of work activity and its characteristics, to analyze the demand for recruitment (Finkelman, 2010;Stybel, 2010;Pavur, 2010) education and training skills, for communication between social partners (e.g. trade unions) and also for statistical analysis, etc.…”

Section: The Content Elements Of Job Descriptionsmentioning

confidence: 99%

“…Content items of job descriptions concerning this issue have been researched by several scientists (Butler, 2008;Cushway, 2006;Holley, 1999;Jerabek, 2003;Joinson, 2001;Mader-Clark, 2008;Mursell, 1959;Peck, 2003;Plachy and Plachy, 1998;Stybel, 2010;Joinson, 2001;Leonard, 2000;Carliner et al, 2015), and also the author has proceeded empirical researches (Pató, 2014a(Pató, , b, 2012. The summarized results regarding the content items of job descriptions explored by the author can be seen in Table II.…”

Section: Formal Options For Job Descriptionsmentioning

confidence: 99%

“…The literature of job descriptions primarily deals with the contents of the document rather than with the appearance of them (Butler, 2008;Cushway, 2006;Holley, 1999;Jerabek, 2003;Joinson, 2001;Mader-Clark, 2008;Mursell, 1959;Peck, 2003;Plachy and Plachy, 1998;Leonard, 2000;Stybel, 2010;Joinson, 2001;Butler, 2008).…”

Section: Formal Options Of Job Descriptionstheory Meets Practicementioning

confidence: 99%

See 1 more Smart Citation

Formal options for job descriptions: theory meets practice

Pató

2017

JMD

View full text Add to dashboard Cite

Purpose The purpose of this paper is to present the possibilities of formal and structural appearances of a job description, with correct content, through corporate examples and the result of a research. Design/methodology/approach The author in this paper aims to demonstrate the possibilities of the design of job descriptions, based on more than ten-year-long, intense, empirical research of job descriptions (cca. 1,200 examined and analyzed items). Findings During the research work, a 2D job description sample has been created, mapped from a 3D job description, based on an earlier research. This 2D sample can serve as a good starting point for companies in the creation of new documents. Furthermore, the process of the formal visualization of job descriptions has been described, and structured and semi-structured formal visualization have been illustrated, with corporate examples. Research limitations/implications A well-visualized job description can lead the employee, the employer and the company as well to comprehension and competence, thus job descriptions become one of the tools of HRD visual management. Practical implications The aim is to support the job description writing process, which therefore will lead to a well-formed and well-structured, attractive, “living” document. Originality/value The form and content of a job description, the aims that it serves and the message it conveys really make a difference. 3D job descriptions are under patent design protection in Hungary (Registration Number: 90 806 D0500121).

show abstract

“…The author specified the model introduced in this study to show the elements of a job description, based on empirical results and reference sources (Nemeskéri -Fruttus, 2001;REFA, 1988). Several international reference books (Finkelman, 2010;Stybel, 2010;Butler, 2008;Holley, 1999;Plachy and Plachy, 1998;Cushway, 2006;Mader-Clark, 2008;Groschedl-Trinkl, 2001;Jerabek, 2003;Joinson, 2001;Sharon, 2000;Mursell, 1959;Peck, 2003;ISO 9001, 2000) and more hungarian authors (Gyökér and Finna, 2004;Pató, 2013; deal with the issue of job descriptions in different depths. These, however, elaborate on certain aspects or focus on a certain target in their analyses, and do not have an integrating approach which aims to develop the document of job descriptions.…”

Section: Introductionmentioning

confidence: 99%

The 3D job description

Pató

2015

Journal of Management Development

View full text Add to dashboard Cite

Purpose – The purpose of this paper is to present the necessary accessories for creating a job description, through a model. The model concentrates on the person and a job description document, which is capable of connecting and synchronising the organizational goals. The author introduces a tool that assists in creating job descriptions. Design/methodology/approach – In the present paper the author integrates the conclusions of the authors on the subject and her own research results, on the basis of which she creates a three dimensional (3D) job description model. This 3D model could be used as a resource in the human resource development field. Findings – The elements of the resulting job description document: the method specific accessories of the job descriptions. The content specific accessories of the job descriptions. The person specific accessories of the job descriptions. Research limitations/implications – The 3D job description, which is presented in the study, was preceded by the development of a general model. The very first application of the general model was in connection with competence tests, which have gained popularity lately. Competences can be classified in different ways. Each aspect of classification corresponds to a face of a tetrahedron, five of which comprise the model. This model is also adaptable for other kinds of research used at research centres, educational institutions and companies. Practical implications – The 3D job description being presented was developed as a special, multi-dimensional data model. The model allows us to discover and present the causal relationships and the connections between the parts and the whole of job description elements. It demonstrates the interacting factors clearly due to the fact that the tetrahedrons can be rolled over one another, and it is adaptable for the mapping of the connections between these factors. Social implications – The model is capable of defining the central elements. In this case, the people and the organization of work are in the centre. The 3D job description is adaptable for modelling by the exploration of logical links, so it can show what kind of “whole” is generated by the given elements and what parts it consists of. Therefore the model can be interpreted as a network of connections, which is capable of illustrating the vertical and horizontal structure, due to the special form of tetrahedrons. The model is perfect for the demonstration of the connections between contents on the faces of the tetrahedrons, due to their form and movability. Originality/value – The elaboration and presentation of the general model, protected by design patent (90 806 D0500121) in Hungary, was stimulated by the fact that during different kinds of research and analyses it is an important task to explore the influencing factors, elements and their connections. This is of primary importance especially at the early stage of research and analysis, because the negligence of these in the early stages results in the fact that those particular factors can be taken into account only during a repeated analysis.

show abstract

Managing the inner contradictions of job descriptions: A technique for use in recruitment.

Cited by 12 publications

References 0 publications

Imperative Implications of Job Analysis on Employees’ Commitment of Public Sector Organizations in Cross River State, Nigeria

Imperative Implications of Job Analysis on Employees’ Commitment of Public Sector Organizations in Cross River State, Nigeria

Formal options for job descriptions: theory meets practice

The 3D job description

Contact Info

Product

Resources

About