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Firstly I’ll look at the functional purposes of a job description. Traditionally the job description was a rigid and restrictive document, which meant people weren’t working past what was on the job description and hence the performance of the employees was not at an optimum. It was seen as a formality of any job and used as a definition of the organisations expectations of the jobholder. Of course this meant that the employer and employee had a common understanding of the contract of the job, however, with these very restrictive features was a poor use of an opportunity. ...
There are some aspects of the traditional job description, which are still important and applicable to the more modern HR based job descriptions. ... Also the job description is a contract and is important for the relationship building.
In order to avail of this opportunity the job description can be used a tool to enhance the performance and broaden the range of responsibilities, skills and also the value of the employee. The old job description was very archaic and was written under strict headings and rarely ventured outside these guidelines. Where the old failed the new job description will succeed and introduce performance-based descriptions with the emphasis being on the overall performance of the individual and also the organisation. ... Maslow says that self-actualisation is the peak of performance in a job and this is directly linked to the job satisfaction that the employee has gained, hence giving peak performance, high efficiency, and productivity. ... In my opinion the best job description will be made when a balance between new and old is found and they are integrated together to give a complete HR based job description.
Approximate Word count = 1281
Approximate Pages = 5.1
(250 words per page double spaced)
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