Why is a job description important within the organization? Are there non-human resource-related aspects or areas of an organization that job descriptions affect? If so, what are these and why would a job description affect these areas of business?
Even though job description is considered to be one of the most boring and unpleasant responsibilities for the human resource managers, this task is extremely useful in “delegating work and documenting assignments, helping to clarify missions, establishing performance requirements, counseling people on career and advancement opportunities, making decisions on job restructuring and suggesting ways to enrich the work experience” (Marino, 2005, p. 26).
Moreover, the job description may be used as the reason for reducing training time and making sure that the employed staff appropriately fits the position. Job description affects the understanding of the company goals. In other words, while creating the job description the organization is to set the particular goals it wants to achieve. Moreover, the frustration from the job responsibilities is going to be avoided in case the job descriptions are updated.
This issue has become important with the rapid change of the jobs due to different reasons (usually connected with technological and organizational considerations). Moreover, the job description may be considered as the “foundation for an integrated recruiting, professional development, and retention strategy” (Marino, 2005, p. 26). Therefore, the job description is useful for the organizations and the staff which is going to be employed.
How can Human Resources assist in strategic planning for an organization?
It is not a secret that human resources have become the most important sources in the working procedures. The employees and their knowledge are valued accordingly. The role of human resources in strategic planning for an organization is great for many reasons. First of all, the company is to rely on the labor sources it has while strategic planning. Thus, human resources serve as the starting point for planning.
The possibilities, skills, and experience of the employees as well as their potential are included as the resource for planning. Moreover, Ispas, Bacali, and Khayat (2011) insist that meeting the employees’ needs is important for strategic planning as only in case the needs of the employees are met they are ready to satisfy the company performance, meet clients’ needs and as results return the efforts spend on an employee. This is exactly the scheme for implementing the strategic plan of the organization, therefore human resources are believed to be the central issue for strategic planning at the organization.
What are the benefits of understanding job analysis information as an operating manager? How can this information help you accomplish specific goals or milestones? How can you use the information to create a productive work environment?
As has already been mentioned, the job description is really important in job analysis and helps create a particular opinion about the position responsibilities. Moreover, conducting an analysis of Lock’s theory Jackson and Corr (2002) assure that job satisfaction can depend on the correct job description and as a result of its analysis. In other words, by having a job description a person can create a specific opinion about the future position and evaluate the relation to it.
Therefore, when people can understand their responsibilities correctly before getting the job they get down to working with greater desire, they are more satisfied and the results are higher. Moreover, understanding the importance of the duties may be considered as additional motivation for people. Moreover, having a job description before them, the employees may create an opinion about future healthcare and community social packages (Levin, & Weiss-Gal, 2009).
Ispas, I., Bacali, L., & El Khayat, G. (2011). Novel tools for managing human needs and communication in human resources management (II). Review of Management & Economic Engineering, 10(1), 147-156.
Jackson, C. J., & Corr, P. J. (2002). Global job satisfaction and facet description: The moderating role of facet importance. European Journal of Psychological Assessment, 18(1), 1-8.
Levin, L., & Weiss-Gal, I. (2009). Are social workers required to engage in participatory practices? An analysis of job descriptions. Health & Social Care in The Community, 17(2), 194-201.
Marino, M. (2005). Understanding the importance of job descriptions: How to put them in writing. Public Relations Tactics, 12(2), 26.