hi all,
am a management trainee in a developmental organisation. our HR dept is starting job description for all. we have a staff of 30 working in the head office,while another 120 employed at project sites. please help me in designing questionnaire for job description and bringing about the job description process. i welcome any suggestions,tips or ideas regarding this matter.
regards,
sanghamitra.
From India, Bhubaneswar
am a management trainee in a developmental organisation. our HR dept is starting job description for all. we have a staff of 30 working in the head office,while another 120 employed at project sites. please help me in designing questionnaire for job description and bringing about the job description process. i welcome any suggestions,tips or ideas regarding this matter.
regards,
sanghamitra.
From India, Bhubaneswar
sanghamitra.
I have provided some suggested materials, which covers most
of your requirements including job analysis questionnaire.
You could change / modify as per your requirements.
===================================
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
------------------------------------------------------------------------------------------
Job analysis produces the following information about a job:
* Overall purpose ‑ why the job exists and, in essence, what the job holder is expected to contribute.
* Content ‑ the nature and scope of the job in terms of the tasks and operations to be performed and the activities to be carried out ‑ ie the processes of converting inputs (knowledge, skills and abilities) into outputs (results).
*Key result areas ‑ the results or outcomes for which the job holder is accountable.
*Performance criteria ‑ the criteria, measures or indicators that enable an assessment to be carried out to ascertain the degree to which the job is being performed satisfactorily.
Responsibilities ‑ the level of responsibility the job holder has to exercise
by reference to the scope and input of the job; the amount of
discretion allowed to makedecisions; the difficulty, scale, variety and complexity
of the problems to be solved; the quantity and value of the resources controlled;
and the type and importance of interpersonal relations.
* Organizational factors ‑ the reporting relationships of the job holder, ie to whom he
or she reports either directly (the line manager) or functionally (on'matters concerning
specialist areas, such as finance or personnel management);
the people reporting directly or indirectly to the job holder;
and the extent to which the job holder is involved in teamwork.
Motivating factors ‑ the particular features of the job that are likely to motivate
or demotivate job holders if, in the latter case, nothing is done about them.
Development factors ‑ promotion and career prospects and the opportunity
to acquire new skills or expertise.
Environmental factors ‑ working conditions, physical, mental and
emotional demands, health and safety considerations, unsocial hours,
mobility, and ergonomic factors relating to the design and use of
equipment or work stations.
================================================== =======
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interviews
supervisor interviews
expert panels
structured questionnaires
task inventories
check lists
open‑ended questionnaires
observation
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
================================================== ===
Job Analysis should collect information on the following areasญ
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include‑ frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
================================================== === Choice of method
In the selection of a method of job analysis, the criteria for choice are the purpose for which it will be used, its effectiveness in obtaining the data required, the degree of expertise required to conduct the analysis and the resources and amount of time available for the analysis programme. The following is a summary of the advantages or disadvantages of each method:
*Interviewing ‑ this is the basic method of analysis and, as such, is the one most commonly used. It requires skill on the part of the analyst and is time consuming. Analysts need to be trained, and their effectiveness is increased by the use of a checklist.
*Questionnaires, checklists and inventories ‑ these can be a useful aid in helping individuals to describe their jobs and they save interviewing time. But it may still be necessary to invest a lot of time in constructing and evaluating questionnaires, which, ideally, should be related to the particular job. They may fail to reveal the full flavour of the job. If they are over‑generalized it will be too easy for job holders to provide vague or incoherent answers.
*Observation ‑ the most accurate technique for analysing job content (what people actually do). But it is so time‑consuming that it is seldom used except when preparing training specifications for manual or clerical jobs.
*Self‑description ‑ this is the quickest and most economic form of job analysis. But it relies on the often limited ability of people to describe their own jobs. It is therefore necessary to provide them with guidance in the form of questionnaires and checklists.
*Diaries and logs ‑ most useful for managerial jobs but they make great demands on job holders and can be difficult to analyse.
Hierarchical task analysis ‑ this provides a helpful structure for job analysis in terms of outputs ‑ a particularly useful feature of this approach ‑ plans (inputs) and relationships. It can be used when analysing the data obtained by interviews or other methods.
================================================== ===
The basic steps required to collect information about jobs are as follows:
Obtain documents such as existing organization charts, procedure or training manuals which give information about the job.
Ask managers for fundamental information concerning the job, the overall purpose, the main activities carried out, the responsibilities involved and the relationships with others.
Ask the job holders similar questions about their jobs ‑ it is sometimes helpful t get them to keep a diary or a detailed record of work activities over a week or two.
For certain jobs, especially those involving manual or office/ administrative skill observe job holders at work ‑ even with managers or professional staff if helpful, if time permits, to spend time with them.
* Also you can use questionnaire to collect information.
================================================== ===========
job description
A job description sets out the purpose of a job, where it fits in the organization structure, the context within which the job holder functions and the principal accountabilities of job holders, or the main tasks they have to carry out.
CONTENTS OF job description
-job title
-reporting to whom
-who are reporting to the job holder
-definition of overall purpose of the job
-principal accountabilities
-key result areas
-tasks/activities
-key performance indicators
=======================================
THIS IS AN OPTION.
Role profile
A role profile or definition describes the part played by people in fulfilling their work requirements . It will spell out expectations and key result areas or accountabilities
What role holders have to achieve and what they will be held to account for (this is
called an accountability statement). The role definition will also specify behavioral requirements in the form of competencies. IT highlights all the features of the job position.
CONTENTS OF job profile
-job title
-reporting to whom
-who are reporting to the job holder
-definition of overall purpose of the job
-principal accountabilities
-key result areas/ amount of time allocated for the key result areas.
-competence for each key result areas.
-tasks/activities
-key performance indicators
-levels of performance / when it will be achieved
level 1 new recruit to standard
level 2 standard to established
level 3 established to experienced role model
==============================================
JOB SPECIFICATION
It is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively.
Job Specification Information
The first step in the program of job specification is to prepare a list of all jobs in the company and where they are located. The second step is to secure and write up information about each of the jobs in a company. Usually, this information includes:
1.Physical specifications
2.Mental specifications,
3.Emotional and social specifications
4.Behavioral specifications
Physical Specifications: Physical specifications include the physical qualifications or physical capacities which vary from job to job. Physical qualifications or capacities include physical features like height, weight, chest, vision, hearing, ability, to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.
Mental Specifications: Mental specifications include ability to perform, arithmetical calculation, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc.
Emotional and Social Specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. They include emotional stability, flexibility, and social adaptability in human relationship, personal appearance including dress, posture, poise, features and voice required by the job.
Behavioral Specifications: Behavioral specifications play an important role in selecting the candidates for higher level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching, ability, maturity (capable of accepting responsibility) trial of conciliation, self-reliance (self-starter sticks to own decisions), dominance (giving orders in a personal way) etc.
================================================== ===================================
================================================== ================================
JOB ANALYSIS FORM
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Job title Name
------------------------------------------------------------------------------------------------------------------
Department Responsible to
------------------------------------------------------------------------------------------------------------------
Responsible to job holder
------------------------------------------------------------------------------------------------------------------
OVERALL PURPOSE
Describe as succinctly as possible (one or two sentences) the overall purpose of the
job, ie in general terms, what the job holder is expected to achieve.
-------------------------------------------------------------------------------------------------------------------
KEY RESULT AREAS
Specify the key result areas (not more than 10) which govern the achievement of the
overall purpose of the job. Describe each key result area in one sentence beginning
with an active verb.
-------------------------------------------------------------------------------------------------------------------
1 .
------------------------------------------------------------------------------------------------------------------
2.
------------------------------------------------------------------------------------------------------------------
3.
------------------------------------------------------------------------------------------------------------------
4.
------------------------------------------------------------------------------------------------------------------
5.
------------------------------------------------------------------------------------------------------------------
6.
------------------------------------------------------------------------------------------------------------------
7.
------------------------------------------------------------------------------------------------------------------
8.
-----------------------------------------------------------------------------------------------------------------9.
------------------------------------------------------------------------------------------------------------------
10.
FACTOR ANALYSIS
By reference to the job analysis questionnaire, describe the characteristics of the job with regard to each of the five job evaluation factors.
------------------------------------------------------------------------------------------------------------------
1. Knowledge and skills
-------------------------------------------------------------------------------------------------------------------
2. Responsibility
-------------------------------------------------------------------------------------------------------------------
3. Decisions
-------------------------------------------------------------------------------------------------------------------
4. Complexity
-------------------------------------------------------------------------------------------------------------------
5. Contacts
-------------------------------------------------------------------------------------------------------------------
Job analysis carried out by (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder's manager (signed) Date
-------------------------------------------------------------------------------------------------------------------
KNOWLEDGE AND SKILLS
-------------------------------------------------------------------------------------------------------------------
5. Are there any professional, technical or academic qualifications that you must have to do this job?
------------------------------------------------------------------------------------------------------------------
6. What sort of experience and how much of it did you need before starting your job?
------------------------------------------------------------------------------------------------------------------
7. What sort of training and how much of it did you need before starting your job?
-----------------------------------------------------------------------------------------------------------------
8. How long did it take you to become fully competent in your job after you started in it?
----------------------------------------------------------------------------------------------------------------
9.What sort of training and how much of it have you had since starting your job?
----------------------------------------------------------------------------------------------------------------
RESPONSIBILITY
----------------------------------------------------------------------------------------------------------------
10. What contribution do you make to achieving the objectives of your section or department?
--------------------------------------------------------------------------------------------------------------
11. What resources do you control in the form of people, money or equipment?
-------------------------------------------------------------------------------------------------------------
12. How much authority have you got over these resources?
-----------------------------------------------------------------------------------------------------------------
13. If someone in your job were to make a major error, what effect would it have on on the performance of your section or department?
------------------------------------------------------------------------------------------------------------------
14. How easy or difficult would it be to detect such a mistake?
------------------------------------------------------------------------------------------------------------------- DECISIONS
-------------------------------------------------------------------------------------------------------------------
15.How much guidance is available to you on what needs to be done and
how to deal with problems?
-----------------------------------------------------------------------------------------------------------------
16.Are there any matters on which you have to seek the prior permission of
your manager before taking action?
-----------------------------------------------------------------------------------------------------------------
17.How often are you in contact with your manager and on what sort of
matters?
-----------------------------------------------------------------------------------------------------------------
18.How does you manager know that you are doing your job properly?
----------------------------------------------------------------------------------------------------------------
COMPLEXITY
------------------------------------------------------------------------------------------------------------------
19. To what extent do you have to switch attention to different tasks
or problems during the day?
--------------------------------------------------------------------------------------------------------------
20.How many people will you be in contact with on matters concerning your
work during the day?
-----------------------------------------------------------------------------------------------------------------
21.Do you have to use different sorts of equipment? If so, what?
-----------------------------------------------------------------------------------------------------------------
22.How complicated are the procedures you have to follow in carrying out
your job?
------------------------------------------------------------------------------------------------------------------
CONTACTS
----------------------------------------------------------------------
23.With whom do you deal on matters concerning your work and on what
sort of matters?
-----------------------------------------------------------------------------------------------------------------
24.What skills have you to use in your job in dealing with people?
-------------------------------------------------------------------------------------------------------------------------------------
================================================== =====================================
REGARDS
LEO LINGHAM
From India, Mumbai
260I have provided some suggested materials, which covers most
of your requirements including job analysis questionnaire.
You could change / modify as per your requirements.
===================================
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
------------------------------------------------------------------------------------------
Job analysis produces the following information about a job:
* Overall purpose ‑ why the job exists and, in essence, what the job holder is expected to contribute.
* Content ‑ the nature and scope of the job in terms of the tasks and operations to be performed and the activities to be carried out ‑ ie the processes of converting inputs (knowledge, skills and abilities) into outputs (results).
*Key result areas ‑ the results or outcomes for which the job holder is accountable.
*Performance criteria ‑ the criteria, measures or indicators that enable an assessment to be carried out to ascertain the degree to which the job is being performed satisfactorily.
Responsibilities ‑ the level of responsibility the job holder has to exercise
by reference to the scope and input of the job; the amount of
discretion allowed to makedecisions; the difficulty, scale, variety and complexity
of the problems to be solved; the quantity and value of the resources controlled;
and the type and importance of interpersonal relations.
* Organizational factors ‑ the reporting relationships of the job holder, ie to whom he
or she reports either directly (the line manager) or functionally (on'matters concerning
specialist areas, such as finance or personnel management);
the people reporting directly or indirectly to the job holder;
and the extent to which the job holder is involved in teamwork.
Motivating factors ‑ the particular features of the job that are likely to motivate
or demotivate job holders if, in the latter case, nothing is done about them.
Development factors ‑ promotion and career prospects and the opportunity
to acquire new skills or expertise.
Environmental factors ‑ working conditions, physical, mental and
emotional demands, health and safety considerations, unsocial hours,
mobility, and ergonomic factors relating to the design and use of
equipment or work stations.
================================================== =======
Methods of Job Analysis
Several methods exist that may be used individually or in combination. These include:
review of job classification systems
incumbent interviews
supervisor interviews
expert panels
structured questionnaires
task inventories
check lists
open‑ended questionnaires
observation
incumbent work logs
A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs.
================================================== ===
Job Analysis should collect information on the following areasญ
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include‑ frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
================================================== === Choice of method
In the selection of a method of job analysis, the criteria for choice are the purpose for which it will be used, its effectiveness in obtaining the data required, the degree of expertise required to conduct the analysis and the resources and amount of time available for the analysis programme. The following is a summary of the advantages or disadvantages of each method:
*Interviewing ‑ this is the basic method of analysis and, as such, is the one most commonly used. It requires skill on the part of the analyst and is time consuming. Analysts need to be trained, and their effectiveness is increased by the use of a checklist.
*Questionnaires, checklists and inventories ‑ these can be a useful aid in helping individuals to describe their jobs and they save interviewing time. But it may still be necessary to invest a lot of time in constructing and evaluating questionnaires, which, ideally, should be related to the particular job. They may fail to reveal the full flavour of the job. If they are over‑generalized it will be too easy for job holders to provide vague or incoherent answers.
*Observation ‑ the most accurate technique for analysing job content (what people actually do). But it is so time‑consuming that it is seldom used except when preparing training specifications for manual or clerical jobs.
*Self‑description ‑ this is the quickest and most economic form of job analysis. But it relies on the often limited ability of people to describe their own jobs. It is therefore necessary to provide them with guidance in the form of questionnaires and checklists.
*Diaries and logs ‑ most useful for managerial jobs but they make great demands on job holders and can be difficult to analyse.
Hierarchical task analysis ‑ this provides a helpful structure for job analysis in terms of outputs ‑ a particularly useful feature of this approach ‑ plans (inputs) and relationships. It can be used when analysing the data obtained by interviews or other methods.
================================================== ===
The basic steps required to collect information about jobs are as follows:
Obtain documents such as existing organization charts, procedure or training manuals which give information about the job.
Ask managers for fundamental information concerning the job, the overall purpose, the main activities carried out, the responsibilities involved and the relationships with others.
Ask the job holders similar questions about their jobs ‑ it is sometimes helpful t get them to keep a diary or a detailed record of work activities over a week or two.
For certain jobs, especially those involving manual or office/ administrative skill observe job holders at work ‑ even with managers or professional staff if helpful, if time permits, to spend time with them.
* Also you can use questionnaire to collect information.
================================================== ===========
job description
A job description sets out the purpose of a job, where it fits in the organization structure, the context within which the job holder functions and the principal accountabilities of job holders, or the main tasks they have to carry out.
CONTENTS OF job description
-job title
-reporting to whom
-who are reporting to the job holder
-definition of overall purpose of the job
-principal accountabilities
-key result areas
-tasks/activities
-key performance indicators
=======================================
THIS IS AN OPTION.
Role profile
A role profile or definition describes the part played by people in fulfilling their work requirements . It will spell out expectations and key result areas or accountabilities
What role holders have to achieve and what they will be held to account for (this is
called an accountability statement). The role definition will also specify behavioral requirements in the form of competencies. IT highlights all the features of the job position.
CONTENTS OF job profile
-job title
-reporting to whom
-who are reporting to the job holder
-definition of overall purpose of the job
-principal accountabilities
-key result areas/ amount of time allocated for the key result areas.
-competence for each key result areas.
-tasks/activities
-key performance indicators
-levels of performance / when it will be achieved
level 1 new recruit to standard
level 2 standard to established
level 3 established to experienced role model
==============================================
JOB SPECIFICATION
It is a written statement of qualifications, traits, physical and mental characteristics that an individual must possess to perform the job duties and discharge responsibilities effectively.
Job Specification Information
The first step in the program of job specification is to prepare a list of all jobs in the company and where they are located. The second step is to secure and write up information about each of the jobs in a company. Usually, this information includes:
1.Physical specifications
2.Mental specifications,
3.Emotional and social specifications
4.Behavioral specifications
Physical Specifications: Physical specifications include the physical qualifications or physical capacities which vary from job to job. Physical qualifications or capacities include physical features like height, weight, chest, vision, hearing, ability, to lift weight, ability to carry weight, health, age, capacity to use or operate machines, tools, equipment etc.
Mental Specifications: Mental specifications include ability to perform, arithmetical calculation, to interpret data, information blue prints, to read electrical circuits, ability to plan, reading abilities, scientific abilities, judgment, ability to concentrate, ability to handle variable factors, general intelligence, memory etc.
Emotional and Social Specifications: Emotional and social specifications are more important for the post of managers, supervisors, foremen etc. They include emotional stability, flexibility, and social adaptability in human relationship, personal appearance including dress, posture, poise, features and voice required by the job.
Behavioral Specifications: Behavioral specifications play an important role in selecting the candidates for higher level jobs in the organizational hierarchy. This specification seeks to describe the acts of managers rather than the traits that cause the acts. These specifications include judgments, research, creativity, teaching, ability, maturity (capable of accepting responsibility) trial of conciliation, self-reliance (self-starter sticks to own decisions), dominance (giving orders in a personal way) etc.
================================================== ===================================
================================================== ================================
JOB ANALYSIS FORM
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Job title Name
------------------------------------------------------------------------------------------------------------------
Department Responsible to
------------------------------------------------------------------------------------------------------------------
Responsible to job holder
------------------------------------------------------------------------------------------------------------------
OVERALL PURPOSE
Describe as succinctly as possible (one or two sentences) the overall purpose of the
job, ie in general terms, what the job holder is expected to achieve.
-------------------------------------------------------------------------------------------------------------------
KEY RESULT AREAS
Specify the key result areas (not more than 10) which govern the achievement of the
overall purpose of the job. Describe each key result area in one sentence beginning
with an active verb.
-------------------------------------------------------------------------------------------------------------------
1 .
------------------------------------------------------------------------------------------------------------------
2.
------------------------------------------------------------------------------------------------------------------
3.
------------------------------------------------------------------------------------------------------------------
4.
------------------------------------------------------------------------------------------------------------------
5.
------------------------------------------------------------------------------------------------------------------
6.
------------------------------------------------------------------------------------------------------------------
7.
------------------------------------------------------------------------------------------------------------------
8.
-----------------------------------------------------------------------------------------------------------------9.
------------------------------------------------------------------------------------------------------------------
10.
FACTOR ANALYSIS
By reference to the job analysis questionnaire, describe the characteristics of the job with regard to each of the five job evaluation factors.
------------------------------------------------------------------------------------------------------------------
1. Knowledge and skills
-------------------------------------------------------------------------------------------------------------------
2. Responsibility
-------------------------------------------------------------------------------------------------------------------
3. Decisions
-------------------------------------------------------------------------------------------------------------------
4. Complexity
-------------------------------------------------------------------------------------------------------------------
5. Contacts
-------------------------------------------------------------------------------------------------------------------
Job analysis carried out by (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder (signed) Date
-------------------------------------------------------------------------------------------------------------------
Agreed by job holder's manager (signed) Date
-------------------------------------------------------------------------------------------------------------------
KNOWLEDGE AND SKILLS
-------------------------------------------------------------------------------------------------------------------
5. Are there any professional, technical or academic qualifications that you must have to do this job?
------------------------------------------------------------------------------------------------------------------
6. What sort of experience and how much of it did you need before starting your job?
------------------------------------------------------------------------------------------------------------------
7. What sort of training and how much of it did you need before starting your job?
-----------------------------------------------------------------------------------------------------------------
8. How long did it take you to become fully competent in your job after you started in it?
----------------------------------------------------------------------------------------------------------------
9.What sort of training and how much of it have you had since starting your job?
----------------------------------------------------------------------------------------------------------------
RESPONSIBILITY
----------------------------------------------------------------------------------------------------------------
10. What contribution do you make to achieving the objectives of your section or department?
--------------------------------------------------------------------------------------------------------------
11. What resources do you control in the form of people, money or equipment?
-------------------------------------------------------------------------------------------------------------
12. How much authority have you got over these resources?
-----------------------------------------------------------------------------------------------------------------
13. If someone in your job were to make a major error, what effect would it have on on the performance of your section or department?
------------------------------------------------------------------------------------------------------------------
14. How easy or difficult would it be to detect such a mistake?
------------------------------------------------------------------------------------------------------------------- DECISIONS
-------------------------------------------------------------------------------------------------------------------
15.How much guidance is available to you on what needs to be done and
how to deal with problems?
-----------------------------------------------------------------------------------------------------------------
16.Are there any matters on which you have to seek the prior permission of
your manager before taking action?
-----------------------------------------------------------------------------------------------------------------
17.How often are you in contact with your manager and on what sort of
matters?
-----------------------------------------------------------------------------------------------------------------
18.How does you manager know that you are doing your job properly?
----------------------------------------------------------------------------------------------------------------
COMPLEXITY
------------------------------------------------------------------------------------------------------------------
19. To what extent do you have to switch attention to different tasks
or problems during the day?
--------------------------------------------------------------------------------------------------------------
20.How many people will you be in contact with on matters concerning your
work during the day?
-----------------------------------------------------------------------------------------------------------------
21.Do you have to use different sorts of equipment? If so, what?
-----------------------------------------------------------------------------------------------------------------
22.How complicated are the procedures you have to follow in carrying out
your job?
------------------------------------------------------------------------------------------------------------------
CONTACTS
----------------------------------------------------------------------
23.With whom do you deal on matters concerning your work and on what
sort of matters?
-----------------------------------------------------------------------------------------------------------------
24.What skills have you to use in your job in dealing with people?
-------------------------------------------------------------------------------------------------------------------------------------
================================================== =====================================
REGARDS
LEO LINGHAM
From India, Mumbai
Hi Leo
Thats a really good document. Was worth the read.
I was wondering if you had general job descriptions for heads of various departments like finance , engineering , Research and development, Internal audit etc.
My email address is
Which part of australia are you from ? I have done my MBA from Griffith University, Gold Coast.
Thanks
Maryann .
From India, Panaji
Thats a really good document. Was worth the read.
I was wondering if you had general job descriptions for heads of various departments like finance , engineering , Research and development, Internal audit etc.
My email address is
Which part of australia are you from ? I have done my MBA from Griffith University, Gold Coast.
Thanks
Maryann .
From India, Panaji
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Job Description Format.doc