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024 7 $a10.1007/978-1-137-58146-4
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035   $a(DE-He213)978-1-137-58146-4
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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   $a1-137-58144-1 
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   $aBehavioral economics
606   $aPublic relations
606   $aOrganization
606   $aPlanning
606   $aOffice management
606   $aHuman Resource Management$3https://scigraph.springernature.com/ontologies/product-market-codes/517000
606   $aManagement$3https://scigraph.springernature.com/ontologies/product-market-codes/515000
606   $aBehavioral/Experimental Economics$3https://scigraph.springernature.com/ontologies/product-market-codes/W54000
606   $aCorporate Communication/Public Relations$3https://scigraph.springernature.com/ontologies/product-market-codes/513040
606   $aOrganization$3https://scigraph.springernature.com/ontologies/product-market-codes/516000
606   $aOffice Management$3https://scigraph.springernature.com/ontologies/product-market-codes/527070
615  0$aPersonnel management.
615  0$aManagement.
615  0$aBehavioral economics.
615  0$aPublic relations.
615  0$aOrganization.
615  0$aPlanning.
615  0$aOffice management.
615 14$aHuman Resource Management.
615 24$aManagement.
615 24$aBehavioral/Experimental Economics.
615 24$aCorporate Communication/Public Relations.
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