LEADER 00675nam0 2200241 450 001 000013279 005 20090219125919.0 100 $a20080619d1958----km-y0itay50------ba 101 0 $aeng 102 $aUS 105 $aa-------001yy 200 1 $aMotion and time study$fRalph Mosser Barnes 205 $a4th ed. 210 $aNew York$cWiley$d1958 215 $aXII, 665 p.$cill.$d23 cm 500 10$aMotion and time study$936307 610 1 $aErgonomia 700 1$aBarnes,$bRalph Mosser$067302 801 0$aIT$bUNIPARTHENOPE$c20080619$gRICA$2UNIMARC 912 $a000013279 951 $a212.2/12$b1403$cNAVA2 996 $aMotion and time study$936307 997 $aUNIPARTHENOPE LEADER 04142nam 22007815 450 001 9910254949403321 005 20220116104437.0 010 $a9781137581464 010 $a1137581468 024 7 $a10.1007/978-1-137-58146-4 035 $a(CKB)3710000000526441 035 $a(EBL)4098316 035 $a(SSID)ssj0001580219 035 $a(PQKBManifestationID)16260510 035 $a(PQKBTitleCode)TC0001580219 035 $a(PQKBWorkID)14823250 035 $a(PQKB)11790128 035 $a(DE-He213)978-1-137-58146-4 035 $a(MiAaPQ)EBC4098316 035 $a(PPN)224484435 035 $a(Perlego)3483023 035 $a(EXLCZ)993710000000526441 100 $a20160219d2016 u| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe End of the Job Description $eShifting From a Job-Focus To a Performance-Focus /$fby Tim Baker 205 $a1st ed. 2016. 210 1$aLondon :$cPalgrave Macmillan UK :$cImprint: Palgrave Macmillan,$d2016. 215 $a1 online resource (237 p.) 300 $aIncludes index. 311 08$a9781137581440 311 08$a1137581441 327 $aMachine 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. 330 $aThat'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. 606 $aPersonnel management 606 $aManagement 606 $aExperimental economics 606 $aCommunication in organizations 606 $aIndustrial organization 606 $aOffice management 606 $aHuman Resource Management 606 $aManagement 606 $aExperimental Economics 606 $aCorporate Communication 606 $aOrganization 606 $aOffice Management 615 0$aPersonnel management. 615 0$aManagement. 615 0$aExperimental economics. 615 0$aCommunication in organizations. 615 0$aIndustrial organization. 615 0$aOffice management. 615 14$aHuman Resource Management. 615 24$aManagement. 615 24$aExperimental Economics. 615 24$aCorporate Communication. 615 24$aOrganization. 615 24$aOffice Management. 676 $a658.3/128 686 $aBUS007000$aBUS030000$aBUS041000$aBUS085000$aBUS097000$2bisacsh 700 $aBaker$b Tim$c(Management consultant),$4aut$4http://id.loc.gov/vocabulary/relators/aut$01435816 906 $aBOOK 912 $a9910254949403321 996 $aThe End of the Job Description$93596193 997 $aUNINA