Abstract
Maryanne, a new customer service officer was being inducted and trained by Felicity, a long-time member of a customer service team. The new employee appreciated her trainer’s experience and knowledge and quickly gained a level of confidence in her new job. One thing she also quickly learned was that a key performance measure in her new job description was how quickly visitors were processed, not how well their inquiries were handled.
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Notes and References
Adapted from T. Baker and A. Warren (2015) Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace (London: Palgrave Macmillan).
T. B. Baker (2013) The End of the Performance Review: A New Approach to Appraising Employee Performance (London: Palgrave Macmillan).
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© 2016 Tim Baker
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Baker, T. (2016). The Harmful Impact of the Job Description on HRM. In: The End of the Job Description. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-137-58146-4_3
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DOI: https://doi.org/10.1007/978-1-137-58146-4_3
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-137-58144-0
Online ISBN: 978-1-137-58146-4
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