Chapter 14: Working with Job Descriptions
Descriptions:
Job descriptions play a vital role in the success of organisational performance. The term job description has been largely replaced by position description (Dessler et al. 2004). Both provide a clear written template of roles and expected performance for both an organisation and for individual employees. At the recruitment phase, a job or position description gives the prospective employee an opportunity for self-assessment suitability. In a sense this represents the commencement of the culling phase of selection. Throughout the period of employment the job description serves as an ongoing framework for performance evaluation, as well as for position review and for position redesign. When an employee leaves the organisation, the job description can be further reviewed and refined to assist the organisation in achieving its goals.
Topics:
- Introduction
- Recruitment
- Ongoing employment
- Main components
- Person specification
- Relationship between organisation and individual
- Duty guides
- Routine reviews
- Performance review and staff appraisal
- Significance of reviews
- Conclusion
- References
Speaker/ Author:
Greg Price
Greg is a registered nurse with a diploma in nursing administration and a bachelor’s degree in health administration. A fellow of the College of Nursing and the Royal College of Nursing Australia, an associate fellow of the Australian College of Health Service Executives and a member of Geriaction, Greg is also a registered mentor with the Aged Care Mentor Scheme. He has presented papers at numerous conferences and written several journal articles as well as chapters in health-care texts. In 2001, Greg received the Commonwealth Minister’s Award for Professional Excellence in Residential Aged Care.
With 20 years experience as director of nursing in residential-aged care in both NSW and Queensland, Greg is currently the regional project lead for Uniting Care Ageing NSW—a role that has involved the successful implementation of an electronic residential-care management system, the development of preferred practices including the training of 300 staff, the installation of new computer equipment and a significant change-management process.
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