Some Recent Trends in Writing Job Description for the Purpose of Job Evaluation: a
American International Journal of Contemporary Research Vol. 1 No. 3; November 2011
6
Some Recent Trends in Writing Job Description for the Purpose of Job Evaluation: A
Reflective View
Muhammad Ali EL-Hajji, PhD
Former Lecturer of Liverpool John Moores University
&
Liverpool Community College
Abstract
In order for the organizations to have a fair, acceptable and reliable job evaluation, the need for having a professionally completed job description is inevitable, particularly when the organization concerned is NOT small in size. This paper focuses on job description for the purpose of holding job evaluation. Though management exercises and the literature show that job description has many usages such as recruitment and selection, training and development needs, performance appraisal and other organizational goals and activities, nonetheless these are NOT the areas or scope of this paper and thus they are not addressed here. Instead, this paper focuses mainly upon the job description, for job evaluation purposes, in the light of different approaches and views used in performing job description – from the traditional or standard methods to more recent ones where job definition, as a result of changes and technological progress, have to be frequently modified to prevent both it, and the job itself, from becoming outdated. In any event, job descriptions, generally, need to be regularly checked and reviewed in the light of on-going developments and the related concepts that affect the job content, job demands and job requirements. This is necessary in order to re-determine the rating of the job worth
(job relativities).It is important to recognise that in this paper we describe the work itself, not the worker. We look at the work and its content (based upon accurate job description) regardless of such factors as gender, age, ethnicity, creed or levels of health. Otherwise, it means we yield to the unacceptable (and largely unlawful)
6
Some Recent Trends in Writing Job Description for the Purpose of Job Evaluation: A
Reflective View
Muhammad Ali EL-Hajji, PhD
Former Lecturer of Liverpool John Moores University
&
Liverpool Community College
Abstract
In order for the organizations to have a fair, acceptable and reliable job evaluation, the need for having a professionally completed job description is inevitable, particularly when the organization concerned is NOT small in size. This paper focuses on job description for the purpose of holding job evaluation. Though management exercises and the literature show that job description has many usages such as recruitment and selection, training and development needs, performance appraisal and other organizational goals and activities, nonetheless these are NOT the areas or scope of this paper and thus they are not addressed here. Instead, this paper focuses mainly upon the job description, for job evaluation purposes, in the light of different approaches and views used in performing job description – from the traditional or standard methods to more recent ones where job definition, as a result of changes and technological progress, have to be frequently modified to prevent both it, and the job itself, from becoming outdated. In any event, job descriptions, generally, need to be regularly checked and reviewed in the light of on-going developments and the related concepts that affect the job content, job demands and job requirements. This is necessary in order to re-determine the rating of the job worth
(job relativities).It is important to recognise that in this paper we describe the work itself, not the worker. We look at the work and its content (based upon accurate job description) regardless of such factors as gender, age, ethnicity, creed or levels of health. Otherwise, it means we yield to the unacceptable (and largely unlawful)
References: [1] Armstrong, M. (1996/1998) A Handbook of Personnel Management Practice, 6th ed., London: Kogan Page. [2] Bohlander, G., Snell, S [3] British Institute of Management (BIM), (1961/1967) Job Evaluation: A Practical Guide, Southampton: The Millbrook Press Ltd., (revised edition). [4] Canadian Union of Public Employees (CUPE) (2007), Introduction to Job Evaluation, April 24. On Line http://cupe.ca/job-evaluation/Introduction [5] Certo, S.C. (2003) Modern Management, 9th ed., New Jersey, U.S.A.: Prentice Hall. [6] Connock, S. (1991) HR Vision: Managing a Quality Workforce, London: Institute of Personnel Management. [7] DeCenzo, D. & Robbins, S.P. (1999) Human Resource Management, 6th ed., U.S.A.: John Wiley & Sons, Inc. [8] Elizur, V. (1980) Job Evaluation: A Systematic Approach, Britain: Gower Publishing Company Limited [9] Fearns, P [13] Hodgetts, R.M. (1990) Modern Human Relations at Work, 4th ed., U.S.A.: The Dryden Press, Rinehart and Winston, Inc. [14] Huczynski, A. and Buchanan, D. (1991) Organizational Behaviour An Introductory text, 2nd ed., Britain: Prentice Hall International (UK) Ltd. [15] Imai, M (1986) Kaizen (Ky’zen) The Key to Japan’s Competitive Success, New York, McGraw-Hill Publishing Company [16] Krajewski, L. J. & Ritzman, L.P. (1999) Operations Management Strategy and Analysis, U.S.A.: AddisonWesley Publishing Company, Inc. [17] Kreitner, R. (2001) Management, 8 th ed., New York, USA: Houghton Mifflin Company [18] Lawler, E. E. (1986) What 's Wrong With Point – Factor Job Evaluation, Compensation & Benefits Review, Vol [19] Lemos, G. (1994) Fair Recruitment And Selection, London, Lemos Associates [20] Lucey, T [21] Marcouse, I.; Gillespie, A.; Martain, B. ; Surridge. M., Wall, N. (1999 / 2005) Business Studies, London: Hodder & Stoughton. [22] Martoccho, J. J. (1998) A Human Resoure Management Approach , New Jersey , USA: Prentice-Hall . [23] Matteson, I. (2002) Organizational Behavior and Management, 6th ed., USA: McGraw-Hill Higher Education American International Journal of Contemporary Research Vol [25] Mitchell, T. R, and Larson, J. R. Jr. (1987) People in Organizations An Introduction to Organizational Behavior, 3rd ed., Singapore: McGraw – Hill Book Company – International Edition [26] Newstrom, J. W. and Davis K. (1993) Organizational Behavior – Human Behavior at Work, 9th ed., USA: McGraw – Hill, Inc. [27] Pinder, C.C. (1998) Motivation in Organizational Behaviour, New Jersey, U.S.A.: Prentice-Hall, Inc. [28] Price, A. (2004) Human Resource Management in a Business Context, 2nd ed., London: Thomson Learning. [29] Pritchard, D. and Murlis, H. (1992) Job, Roles And People, London: Nicholas Brealey Publishing Limited. [30] Quible, Z. K. (2001) Administrative Office Management. An Introduction, 7th ed., New Jersey, U.S.A.: Prentice Hall, Inc. [31] Robbins, S. P. & Coulter, M. (1999) Management, 6th ed., International Edition, U.S.A.: Prentice Hall International. [32] Stafford, C. E. (1990) People in Business Organizations, Cambridge, Britain: Cambridge University Press, reprinted 1992. [33] Tiernan, S. D., Morley, M. & Foley, E. (1996) Modern Management Theory and Practice for Irish Students, Dublin: Gill & Macmillan Ltd. [34] Tyson, S, (ed.) (1997) The practice of Human Resource Strategy , England, U.K : Pearson Education Limited [35] Taylor, S. (1998) Employee Resourcing, Great Britain, Institute of Personnel And Development [36] Torrington, D