04565nam 22007695 450 991025494940332120231117201752.01-137-58146-810.1007/978-1-137-58146-4(CKB)3710000000526441(EBL)4098316(SSID)ssj0001580219(PQKBManifestationID)16260510(PQKBTitleCode)TC0001580219(PQKBWorkID)14823250(PQKB)11790128(DE-He213)978-1-137-58146-4(MiAaPQ)EBC4098316(PPN)224484435(EXLCZ)99371000000052644120160219d2016 u| 0engur|n|---|||||txtccrThe End of the Job Description Shifting From a Job-Focus To a Performance-Focus /by Tim Baker1st ed. 2016.London :Palgrave Macmillan UK :Imprint: Palgrave Macmillan,2016.1 online resource (237 p.)Includes index.1-137-58144-1 Machine generated contents note: -- Introduction -- PART I: JOB DESCRIPTIONS TO ROLE DESCRIPTIONS -- 1. Role Descriptions: The Next Generation -- 2. A New Definition of Work Performance -- 3. The Job Description and the Traditional Employment Relationship -- 4. The Job Description and New Employment Relationship -- PART II: NON-JOB ROLES -- 5. The Rising Importance of the Non-job Role -- 6. The Positive Mental Attitude and Enthusiasm Role -- 7. The Team Role -- 8. The Career Role -- 9. The Innovation and Continuous Improvement Role -- PART III: Implementing role descriptions -- 10. Strategies to Formulate Role Descriptions -- 11. Evaluating the Performance of Non-job Roles -- 12. Bringing it all Together: the Performance Management Framework.That's not my job.' If you don't want your employees to say that, why do you start your relationship by giving them a narrow task and competency focused description of their job? We need people to fulfil many different roles at work – yes the need to do their job, but they also need to contribute positive energy, collaborate, and take personal reasonability for innovation and personal development. How do they fit into a traditional job description? It is futile persevering with the job description borne out of the scientific management movement one hundred years ago. The world of work is vastly different to the assembly lines of the Ford Motor Company of the early twentieth-century. Building on the phenomenal success of The End of the Performance Review, Baker examines four essential 'Non-Job' roles that all employees must fulfil and shows how to create meaningful role descriptions that can help you recruit better people and enable them to deliver better results.Personnel managementManagementBehavioral economicsPublic relationsOrganizationPlanningOffice managementHuman Resource Managementhttps://scigraph.springernature.com/ontologies/product-market-codes/517000Managementhttps://scigraph.springernature.com/ontologies/product-market-codes/515000Behavioral/Experimental Economicshttps://scigraph.springernature.com/ontologies/product-market-codes/W54000Corporate Communication/Public Relationshttps://scigraph.springernature.com/ontologies/product-market-codes/513040Organizationhttps://scigraph.springernature.com/ontologies/product-market-codes/516000Office Managementhttps://scigraph.springernature.com/ontologies/product-market-codes/527070Personnel management.Management.Behavioral economics.Public relations.Organization.Planning.Office management.Human Resource Management.Management.Behavioral/Experimental Economics.Corporate Communication/Public Relations.Organization.Office Management.658.3/128BUS007000BUS030000BUS041000BUS085000BUS097000bisacshBaker Tim(Management consultant),authttp://id.loc.gov/vocabulary/relators/aut1435816BOOK9910254949403321The End of the Job Description3596193UNINA