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The Harmful Impact of the Job Description on HRM

  • Tim Baker

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.

Keywords

Succession Planning Harmful Impact Organizational Role Induction Program Role Description 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes and References

  1. 1.
    Adapted from T. Baker and A. Warren (2015) Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace (London: Palgrave Macmillan).Google Scholar
  2. 3.
    T. B. Baker (2013) The End of the Performance Review: A New Approach to Appraising Employee Performance (London: Palgrave Macmillan).CrossRefGoogle Scholar

Copyright information

© Tim Baker 2016

Authors and Affiliations

  • Tim Baker
    • 1
  1. 1.WINNERS-at-WORK Pty LtdAustralia

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