Tim Baker 
The End of the Job Description 
Shifting From a Job-Focus To a Performance-Focus

‘That’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.

Table des matières

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 ROLD DESCRIPTIONS 

10. Strategies to Formulate Role Descriptions

11. Evaluating the Performance of Non-job Roles

12. Bringing it all Together: the Performance Management Framework

A propos de l’auteur

Dr Tim Baker is an international consultant and Director of Winners-at-Work Pty Ltd. Winners-at-Work is a consultancy that specialises in leadership development, change management and assisting managers to develop productive workplace cultures. In 2013, Tim was voted one of the 50 Most Talented Global Training & Development Leaders by the World HRD Congress. He has conducted over 2, 430 seminars, workshops and keynote addresses to over 45, 000 people in 11 countries across 21 industry groups.