填空题 A = ARTICLE 1 B = ARTICLE 2
C = ARTICLE 3
Which article
differentiates two different forms of document, both of which give information about the tasks of a role, only that one is more detailed than another?
explains what necessitate(s) job analysis?
points out that job descriptions for organizations of different size could be different?
elaborates the preparatory activity of a good job description?
states that job descriptions could fail to function as planned unless it's carefully worded?
indicates that job descriptions can not only commit one to a role but may also allow him to negotiate with his supervisor about his job responsibilities?
observes that efficiency of a small business is largely based on an accurate job analysis?
gives the longest list of the functions of job descriptions?
defines different terms involved in job description development?
says that a proper job analysis and a good job description can protect small business from potential problems?
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A ARTICLE 1
First, let's look at some terms. A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles. A task is typically defined as a unit of work, that is, a set of activities needed to produce some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. Complex positions in the organization may include a large number of tasks, which are sometimes referred to as functions. Job descriptions are lists of the general tasks, or functions, and responsibilities of a position. Typically, they also include to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. Job descriptions are usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role is the set of responsibilities or expected results associated
with a job. A job usually includes several roles.
Typically, job descriptions are used especially for advertising to fill an open position, determining compensation and as a basis for performance reviews. Not everyone believes that job descriptions are highly useful. Dr. John Sullivan points out numerous concerns about job descriptions that many other people have as well, including, e.g., that too often job descriptions are not worded in a manner such that the employee's performance can be measured, they end up serving as the basis for evaluation rather than performance, etc.
B ARTICLE 2
The cornerstone to any employment decision begins with job analysis. Job analysis is the most basic activity in human resource management. Accurate information on all jobs is necessary to efficiently direct and/or control the operations of a small business. Competition and equal employment opportunity legislation has made job analysis a mandatory organizational consideration for small businesses. Because human resources represent the largest cost item for most small businesses, managers must have current and systematized information on all jobs in order to produce products and services efficiently. The myriad of laws, guidelines, and court decisions concerning equal employment opportunity make job analysis necessary. Small businesses have been quite vulnerable on the issue of discrimination in employment practices. One way to defend employment practices is to conduct job analysis and prepare job descriptions. Job descriptions are the most visible output from job analysis. Comprehensive job descriptions developed from job analysis are used in selection, training, performance appraisal, and compensation. There are many formats used in preparing job descriptions.
Job analysis is an in-depth study of a job and provides information for job descriptions. The job analyst will gather information about jobs through interviewing employees, observing performance of certain tasks, asking employees to fill out questionnaires and worksheets, and collecting information about a job from secondary sources such as the Dictionary of Occupational Titles.
The job analyst will write down the results of the analysis and review them with the job incumbent. The documentation is then presented to the incumbent's supervisor for review (often the incumbent's supervisor is the job analyst). The supervisor may add, delete or modify duties, knowledge, skills, abilities, and other characteristics. After supervisory approval is obtained, the documentation is forwarded through channels for final approval. A signed and dated job description is then prepared. This job description becomes the official record for this particular job.
C ARTICLE 3
Job descriptions are essential. Job descriptions are required for recruitment so that you and the applicants can understand the role. Job descriptions are necessary for all people in work. A job description defines a person's role and accountability. Without a job description it is not possible for a person to properly commit to, or be held accountable for, a role. As an employee you may have or be given the opportunity to take responsibility for your job description. It allows you to clarify expectations with your employer and your boss.
The process of writing job descriptions is actually quite easy and straight- forward. Many people tend to start off with a list of 20～30 tasks, which is okay as a start, but this needs refining to far fewer points, around 8～12 is the ideal. Smaller organizations commonly require staff and managers to cover a wider or more mixed range of responsibilities than in larger organizations (for example, the "office manager" role can comprise financial, HR, stock-control, scheduling and other duties). Therefore in smaller organisations, job descriptions might necessarily contain a greater number of listed responsibilities, perhaps 15～16. However, whatever the circumstances, the number of responsibilities should not exceed this, or the job description becomes unwieldy and ineffective.
Any job description containing 20～30 tasks is actually more like a part of an operational manual, which serves a different purpose. Job descriptions should refer to the operational manual, or to "agreed procedures", rather than include the detail of the tasks in the job description. If you include task detail in a job description you will need to change it when the task detail changes, as it will often do. What would you rather change, 100 job descriptions or one operational manual?