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Job Descriptions Manual

Job Descriptions Manual

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A guide to Job Description writing and Job Analysis including action verbs.
A guide to Job Description writing and Job Analysis including action verbs.

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Published by: Prof. Lakshman Madurasinghe on Mar 02, 2008
Copyright:Attribution Non-commercial

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12/31/2014

 
JOB ANALYSIS AND JOB DESCRIPTIONSA REFERENCE GUIDE
Prof. Lakshman MadurasingheSeptember 2006
 
Job descriptions an their usefulness
An accurate job description, composed with clarify and brevity and based onthe careful analysis of the tasks performed, is essential not only for thestaffing process but for job evaluation and the full range of HumanResources functions. Without job description as a guideline, interviewing job candidates would be difficult, selecting the right person would be agamble. Performance appraisals would be more guess work, evaluations for  promotions would be subject to personal rather than professionalconsiderations, selecting for training would be haphazard, and comparisonstructure might be invalid. Having a set of job descriptions doe s notautomatically solve all personnel problems. But considering how valuableand useful they are, it is surprising that many companies avoid them or arecontent to use that are too vague or too good to be meaningful.It is in this context that the following guidelines are issued so that with little practice and training the companies would be able to develop and update anon going basis their job descriptions.Job analysis :Job analysis and its importanceJob analysis is an attempt to identify the more significant features of a job.The facts developed by a job analyst are summarised in a written document,typically a job description.Job descriptions in turn provide the necessary information about the relativeworth of different jobs within the organization. Therefore, there is a closeinter relationship between job analysis and job description.
 
Since the Job Description provides essential raw material for recruitment, job evaluation processes etc., job analysis represents a starter for therequired action and should be taken seriously. misrepresentation of facts,errors or omissions in basic data could lead to inaccurate assessments whichare costly and harmful to the organization.In order to develop an effective system of job analysis the analyst mustensure that certain vital steps are followed.They are :a)Gain the support of management at higher and lower levels. b)Make sure that the purpose of the activity is clearly communicated to theemployees whose jobs are to be analysed.c)Do the necessary organisational and background research. Thisinformation may be gathered from statement of function or objectives of the organisation.d)Gather the necessary specific information about the jobs as they areanalysed and verify them.Basic consideration in Job analysis
a)
The facts obtained and recorded must refer to the ‘Job’ and not the‘Person’ employed in it. b)The duties and responsibilities must reflect the content of the job as itexists now. Not how it has existed in the past, might exist in the futurenor how it could exist under different circumstances. The minimumrequirements must be adequate to support satisfactory performance of such duties and responsibilities by an average employee.

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