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¡§Job Analysis¡¨ is the basic constitution of human resource management, and it is also a management activity in an organization. The main purpose is to collect, analyze, and integrate all kinds of information from the job and its correlation. ¡§Job analysis¡¨ also offers objective, sciential, and useful messages in order to organize projects and plans out human resource management and other administrative functions. Two kinds of reading reports that are ¡§Job description¡¨ and ¡§Job specification¡¨ can be the result of job analysis. ¡§Job description¡¨ is the standard description of jobs in human resource. ¡§Routine¡¨ is the main purpose of job description, for example, mission, duty, and responsibility, and etc., ¡§Job description¡¨ can provide overall details and deep-going description in order to set up the foundation in human resource or other administrative work. Besides, every employee and staff can comprehend the aim exactly that their organization wants to succeed. ¡§Job specification¡¨ is the foundation and definition of qualification in hiring employee and staff. Moreover, ¡§people¡¨ is the central point, for example, knowledge, technology, ability, job quality and etc., The main goal is to describe the standard qualification in each position. It can provide the basis in hiring, selecting, training, evaluation, and deploying. This research is to adopt observation, work diary, questionnaires, and interview in processing job analysis. It is an integrated method. The ¡¨Job Description¡¨ and the ¡§Job Specification¡¨ are the consequence of utilizing job analysis. Moreover, this research is to investigate the problems that the case companies will face. In addition, job analysis can provide the analysis of difference altogether. The conclusion is as following: 1.To establish ¡§Job Description¡¨ and ¡§Job Specification,¡¨ and to describe the details for each employee and staff. As a result, it has the standard requirement. Select different persons for different duties; recruit and utilize talented people; be well suited with one¡¦s place; get twofold results with half the effort. 2.To provide the forecast of human resource in case company, to know the work content exactly, and the qualification of talent. The purpose is to be prepared beforehand and supply the internal training for employee and staff in case the insufficient of external talent. 3.It is the foundation to have an efficient educational training, the job description and the job specification can provide the resource of educational training for case company in the future. 4.In the procedure of job analysis, it is obviously that employee and staff¡¦s level of quality are inadequate. Thus, the best way of improving quality is to modify the hiring standard rules and to train internal employee and staff at the same time. Work both ways can strengthen the competitive power of the organization. 5.In case company, the talent of middle managers are insufficient, and the manage talents are not enough. This shortcoming should be improved and let all employee and staff understand the importance of human resource management activity.

This study was undertaken to find out what problems the Administrative Operations Division was encountering in the absence of a job description plan. Many employees in the division were not aware of their actual job functions. They have only been giver a class description of their jobs by the Bureau of Personnel, which is not the actual job functions. They have only been given a class description of their jobs by the Bureau of Personnel, which is not the actual description that they are entitled to from the division in which they are employed. A class description is a stigmatization of general duties performed by employees assigned to that class. A detailed job description is a listing of the specific and everyday duties of an employee assigned to that poison The study found that this is indeed a problem in the Administrative Operations Division. This paper recommends that the problem be corrected by developing detailed job descriptions for each employee in the division, and specific recommendations are made toward that end.

Yes / The aim of this study is to profile the contemporary advanced clinical practitioner (ACP) role through standardized document sets. Documentary analysis of job descriptions (JDs), person specification and advertisements. England based jobs advertised on NHS jobs website from 22 January to 21 April 2021. A toatal of 143 trainee and qualified ACP roles were identified. A wide range of sectors and specialities were represented from across all English regions. The most common roles were urgent care, emergency medicine and primary care. Most qualified roles were agenda for change band 8A, although this did vary across specialities. Many roles were restricted to a small number of professions, notably nursing, physiotherapy and paramedic. Inconsistent role titles were noted. A lack of understanding of regulation across different professions was noted. The ACP role has become an accepted across healthcare providers in England. Implementation remains varied across specialities and organizations. Eligibility criteria may relate to professional bias. ACP roles are expanding but this may be at the detriment to advanced nursing posts. Inconsistency in role eligibility suggests some professional bias exists. This was scoping of ACP roles across England using job advertisements. ACP roles are common across sectors and specialities but eligibility varies. The research will have impact on those looking to recruit to ACP roles as well as those refining JDs. No EQUATOR guideline exists for document analysis. No Patient or Public Contribution. The research relates to organizational human resource information only.

Yes / Introduction: Prior studies have demonstrated inconsistent development and utilisation of radiographers in the reporting of radiographs, and there is ongoing consideration of the level at which such radiographers should be educated to and operating at. This study aimed to explore and evaluate expectation and utilisation of radiographers currently, or training in, reporting in projection radiography across one integrated care system (ICS). Methods: A multi-method approach was utilised, with document analysis of projection radiography reporting role job descriptions and person specifications and an online survey of managers and clinical leads. A single ICS in the north of England formed the setting for the study. Results: This study demonstrated variation in implementation and utilisation of the role across trusts within the ICS. Inconsistencies in scope, expected underpinning education and role activity were identified. Radiographers autonomously reporting in projection radiography were titled advanced practitioners, however are not expected to achieve national educational standards for such roles and are not empowered to work at this level of practice by their employers. It was acknowledged that staffing pressures hinder appropriate role utilisation and reporting capacity. Conclusion: Inconsistent development and utilisation of radiographers in such roles may hamper collaboration and service delivery across a network. Identifying variation and working towards role standardisation could promote cross-organisational working and improve career progression opportunities. Implications for practice: Scoping the reporting radiographer workforce may assist and guide future imaging service and workforce planning. / The full-text of this article will be released for public view at the end of the publisher embargo on 24 Sep 2024.

<p>In the current recessionary cycle in which individuals finds themselves, it is interesting to see whether organisations and individuals have changed their strategies or whether they pursued their tried and tested inherent mechanisms of recruitment/work selection. In recessionary times, organisations would usually have a bigger pool to select from whilst employees, in turn, would try to position themselves in a stable work environment. From an organisational perspective, organisations have also undergone major transitions such as downsizing, merges and acquisitions, right sizing, restructuring, and reengineering. These changes have a direct impact on employees&rsquo / level of motivation and job satisfaction (Ellison &amp / Schreuder, 2000). The concept of a traditional career that an employee occupies for a lifetime performing one type of work in an organisation no longer exists. Instead, employees now work for more than one organisation in their lifetime. These changes entail that employees need to be flexible and adaptive in making career decisions (Schreuder &amp / Coetzee, 2006). Career anchors can be operationalized as a representation of self- perceived talents, motives, values and abilities that guide employees to make career decisions. Schreuder and Coetzee (2006), are of the opinion that if employees are not familiar with their&nbsp / career anchors, they could find themselves trapped in work environments that are not satisfactory and would continually be questioning themselves. Suutari and Taka (2004) emphasize the fact that there needs to be a fit between the careers of employees and the work environment. If there is no fit between the career anchors of employees and the work environment then employees are likely to become dissatisfied which may result in a high turnover of staff with a corresponding low productivity rate. This study investigates and explores the phenomenon of career anchors based&nbsp / on Schein&rsquo / s 1978 career anchor theory and how these career anchors affect employees level of job satisfaction. The Career Anchor Inventory and the Job Descriptive Index were administered to a sample of 154 employees at a leading retail organisation who completed the questionnaires. The results of this research study indicate that there are significant relationships between biographical factors and career anchors as well as between biographical factors and job satisfaction and similarly between typology of career anchors and dimensions of job satisfaction.</p>

Im Beitrag werden wesentliche Herausforderungen denen Ärzte als Berufsgruppe aktuell gegenüberstehen aufgezeigt und in Bezug auf ihre Auswirkungen hinsichtlich des traditionellen ärztlichen Berufsbildes diskutiert. Ärzte können dabei als Angehörige einer geradezu klassischen Profession betrachtet werden. So werden im Beitrag allgemeine professionsspezifische Merkmale, wie z.B. die Anwendung hochspezifischen Wissens, der hohe Autonomiegrad in Bezug auf die Durchführung der eigenen Tätigkeit oder die Orientierung an einem „Berufsethos“, auf Ärzte übertragen und spezifiziert. Anschließend werden Herausforderungen in Form 1) der Entwicklung zur Wissens- und Informationsgesellschaft, 2) des demographischen Wandels in Deutschland und insbesondere 3) die aktuellen Tendenzen einer neuen politischen Steuerungslogik von Gesundheitsleistungen erläutert. Dann wird aufgezeigt, dass diese Tendenzen in vielerlei Hinsicht eine Bedrohung für das traditionelle professionelle Berufsbild des Arztes darstellen, indem etwa eine Aushöhlung des ärztlichen Wissensbestandes wahrgenommen werden kann oder die bisherigen Standards des ärztlichen Arbeitsvollzuges hinterfragt werden. Diese Bedrohung äußert sich dabei u.a. in konkreten Handlungskonflikten, denen Ärzte in ihrer alltäglichen Berufspraxis, d.h. im täglichen Umgang mit Patienten, gegenüberstehen. Insofern behandelt der Beitrag zugleich mögliche Auswirkungen auf den ärztlichen Arbeitsvollzug und die Erbringung von Gesundheitsleistungen. Der Fokus richtet sich dabei insbesondere auf die ärztliche Praxis in Krankenhäusern. Letztlich wird hervorgehoben, dass Erkenntnisse über Professionen, professionelle Handlungsmuster und die damit zusammenhänge Steuerungslogik professioneller Leistungen in sogenannten „professionellen“ oder „bürokratisch-professionellen“ Organisationen von genereller Wichtigkeit sind, um die aktuell ablaufenden Veränderungsprozesse in medizinischen Einrichtungen analysierbar und in ihrer sozialen Dynamik als auch ihrer Ergebnisse interpretierbar zu machen. / The paper shows that German hospital clinicians are faced with crucial challenges to their professional self-understanding nowadays. For this, clinicians are introduced as professionals by explaining specific characteristics of their occupation, like the knowledge intense activity or the high grade of work autonomy. Further the papers explains that the present challenges express conflicts between the traditional occupational orientation of clinicians and new expectations referring to the manner of clinical work. Three main challenges are to identify 1) the development of a knowledge intensive society, with growing possibilities to get information about disease diagnosis and therapy 2) the demographic change and 3) the partly corresponding changes in the political steering of public health services. The paper points out, that these developments threat traditional professional orientations as they lead to a socially perceived hollowing out of medical knowledge and a change of professional standards of medical performance. It is to highlight that these conflicts cannot only get separated as subjective or psychological problem of clinicians. Moreover these conflicts influence the concrete treatment of patients in hospitals. In this way, the paper delivers insights to analyse, understand and judge present change contents and change dynamics in „professional organizations” and „bureauprofessional organizations”.

<p>In the current recessionary cycle in which individuals finds themselves, it is interesting to see whether organisations and individuals have changed their strategies or whether they pursued their tried and tested inherent mechanisms of recruitment/work selection. In recessionary times, organisations would usually have a bigger pool to select from whilst employees, in turn, would try to position themselves in a stable work environment. From an organisational perspective, organisations have also undergone major transitions such as downsizing, merges and acquisitions, right sizing, restructuring, and reengineering. These changes have a direct impact on employees&rsquo / level of motivation and job satisfaction (Ellison &amp / Schreuder, 2000). The concept of a traditional career that an employee occupies for a lifetime performing one type of work in an organisation no longer exists. Instead, employees now work for more than one organisation in their lifetime. These changes entail that employees need to be flexible and adaptive in making career decisions (Schreuder &amp / Coetzee, 2006). Career anchors can be operationalized as a representation of self- perceived talents, motives, values and abilities that guide employees to make career decisions. Schreuder and Coetzee (2006), are of the opinion that if employees are not familiar with their&nbsp / career anchors, they could find themselves trapped in work environments that are not satisfactory and would continually be questioning themselves. Suutari and Taka (2004) emphasize the fact that there needs to be a fit between the careers of employees and the work environment. If there is no fit between the career anchors of employees and the work environment then employees are likely to become dissatisfied which may result in a high turnover of staff with a corresponding low productivity rate. This study investigates and explores the phenomenon of career anchors based&nbsp / on Schein&rsquo / s 1978 career anchor theory and how these career anchors affect employees level of job satisfaction. The Career Anchor Inventory and the Job Descriptive Index were administered to a sample of 154 employees at a leading retail organisation who completed the questionnaires. The results of this research study indicate that there are significant relationships between biographical factors and career anchors as well as between biographical factors and job satisfaction and similarly between typology of career anchors and dimensions of job satisfaction.</p>

Magister Curationis - MCur / In South Africa, the Occupational Specific Dispensation (OSD) for professional nurses provides a structure for training and career progression in the Public Health Sector. It necessitates the urgency for professional nurses who are working in specialty units at hospitals, to study further in advanced post-graduate nursing sciences programmes, e.g. advanced psychiatric nursing. Professional nurses were not informed about the implications of the OSD for practice, prior to implementation. It was unclear how advanced psychiatric nurses were experiencing their practice in an OSD hospital setting. In this study, the experiences of advanced psychiatric nurses who were practising at an OSD psychiatric public hospital led to the description of guidelines for supporting these nurses during their practice in an OSD ward. A qualitative, exploratory, descriptive and contextual design was followed. The study population consisted of advanced psychiatric nurses (N = 50). Purposive sampling was conducted until data saturation was reached. Eight participants were included in the sample. In-depth unstructured individual interviews were conducted with each of these participants. Field notes were kept and voice recordings of all interview sessions were captured. The researcher conducted a pilot study with one participant in order to detect possible flaws that could occur during the data collection process. The data analysis where themes were identified was based on Tesch‟s method of qualitative analysis. A literature control supported the findings of this study. Subsequently, guidelines were described from the findings according to the method of Muller (2001:204-205). Trustworthiness was maintained by using the criteria of Guba‟s model; that is credibility, transferability, confirmability, and dependability. The ethical principles of the right to self-determination, withdrawal from the research study, privacy, autonomy and confidentiality, fair treatment, protection from discomfort and harm, and obtaining informed written consent was adhered to. Four themes emerged from the data that indicated: the under-utilisation of the full scope of advanced nursing skills, role conflict and overload, organisational structural barriers that delayed viii the implementation and practice of advanced nursing skills, and failure to conceptualise / clarify advanced nursing role that resulted in unrealistic and / or unmet expectations.