A REFERENCE GUIDE
FOR MEMBERS OF CiteHR
Job descriptions an their usefulness
An accurate job description, composed with clarify and brevity and based on the careful analysis of the tasks performed, is essential not only for the staffing process but for job evaluation and the full range of Human Resources functions. Without job description as a guideline, interviewing job candidates would be difficult, selecting the right person would be a gamble. Performance appraisals would be more guess work, evaluations for promotions would be subject to personal rather than professional considerations, selecting for training would be haphazard, and comparison structure might be invalid. Having a set of job descriptions doe s not automatically solve all personnel problems. But considering how valuable and useful they are, it is surprising that many companies avoid them or are content 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 an on going basis their job descriptions.
Job analysis :
Job analysis and its importance
Job 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 relative worth of different jobs within the organization. Therefore, there is a close inter relationship between job analysis and job description.
Please read the attached manual for more details
FOR MEMBERS OF CiteHR
Job descriptions an their usefulness
An accurate job description, composed with clarify and brevity and based on the careful analysis of the tasks performed, is essential not only for the staffing process but for job evaluation and the full range of Human Resources functions. Without job description as a guideline, interviewing job candidates would be difficult, selecting the right person would be a gamble. Performance appraisals would be more guess work, evaluations for promotions would be subject to personal rather than professional considerations, selecting for training would be haphazard, and comparison structure might be invalid. Having a set of job descriptions doe s not automatically solve all personnel problems. But considering how valuable and useful they are, it is surprising that many companies avoid them or are content 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 an on going basis their job descriptions.
Job analysis :
Job analysis and its importance
Job 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 relative worth of different jobs within the organization. Therefore, there is a close inter relationship between job analysis and job description.
Please read the attached manual for more details
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