Dynamic descriptions. Job descriptions should work for you.
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How can you recognize the best job applicant for an open position in your practice when he or she shows up at your door? The up-to-date, comprehensive job description will be your best guide. In this article, the author suggests what information should be included in job descriptions, who should write job descriptions for your practice, and when and how to determine appropriate salary and benefits for each job description. In addition, this article offers an important disclaimer for job descriptions that will protect you legally and that every employee in your practice should sign.
As the date for national roll-out and the implementation for Agenda for Change draws near, many of you will be involved in the job matching process. This is designed to measure your job against a national job profile, thus establishing which pay band you will be placed in and so determining your salary.
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We requested information concerning the job description for the chief resident in anesthesiology from 50 different programs. Thirty-two responses were returned, with 9 responses that no such job description existed at their institutions. Eighteen of the remaining 23 respondents had a written job description for the position. Considerable variation existed in the various aspects of the position among institutions. Differences were found in the selection process, administrative duties, number of committee memberships, and educational responsibilities. We present a suggested description of the responsibilities for a chief resident in anesthesiology.
The skill of writing job descriptions begins with an understanding of the advantages, as well as the basic elements, of a well written description. The end result should be approved and updated as needed. Having a better understanding of this process makes writing the job description a challenge rather than a chore.
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Proposed job descriptions for nursing personnel. The paper is part of the nursing service of "Evangelismos" hospital proposed recommendations to the Central Council of Health. The proposals include nursing descriptions, patients' rights, and the general role of the nursing service within the hospital structure.
OBJECTIVES: The purpose of this study was to survey pediatric hospital-based staff occupational therapists and their supervisors to determine if they are satisfied when accurate staff job descriptions are reflected in the staff performance appraisals. METHODS: Satisfaction Surveys were completed by 22 sets of staff occupational therapists and their supervisors. The supervisors also completed Department Surveys for demographic information. Correlational and t-test analyses were completed. Descriptive information was also reported. RESULTS: Both staff occupational therapists and supervisors appear generally satisfied with the job descriptions and performance appraisals they utilize. Only staff therapists' responses were found to indicate relationships between job description accuracy and performance appraisal satisfaction and job description-performance appraisal correspondence and satisfaction with the performance appraisal. CONCLUSION: Staff satisfaction with job descriptions and performance appraisals was high. Data regarding content of these documents may provide useful information to department directors who wish to revise their documents and increase employee satisfaction.
The Mission Services Division of the Sisters of Charity of the Incarnate Word Health Care Corporation, Houston, has established training sessions to help various facilities develop criteria-based job descriptions that integrate values. A major problem with traditional job descriptions is that they do not contain enough information for value integration to occur. Each facet of the job description--the responsibility statement, the task statement, and the standard--can integrate the facilities' values in explicit and implicit ways. Such integration reduces the possibility of a supervisor arbitrarily defining the qualitative aspects of how an employee performs the job and provides a better method for evaluating the quality of the employee's performance. The first step in value integration is to identify the organization's values. Next, illustrative behaviors are identified to emphasize value integration in both activity-based task statements and results-based standards. The final step is to integrate the values in the job description, which makes the value operational and bridges the gap between commitment to values and behavior that exemplifies those values. Although values cannot be measured as objectively as the successful accomplishment of a procedure with a specified method of measurement, evaluation of values is not fruitless. When the employee and supervisor agree on specific qualitative aspects of patient care or other tasks, the consistency of the qualitative aspects of the job can be evaluated.
Compensation of nurses in differentiated practice is based on distinctive job descriptions. The employer can then pay according to education, position, and actual performance level and seek to hire the staff mix that is most cost-effective for the institution. Both staff nursing and manager job descriptions are presented in this article. The authors discuss generic job descriptions that differentiate the practice of the staff nurse and the nurse unit manager according to the incumbent's educational level.
Defining the roles and functions of case managers is crucial in today's healthcare environment and necessary for the case management field. One way to address this issue is through the examination of case managers' job descriptions used in various healthcare organizations. The study reported herein used qualitative analysis procedures and the latent class cluster analysis method to examine a national sample of 1028 job descriptions of case managers. The study identified the activities, role relationships, knowledge, skills, and abilities of case managers working in varied settings. It also described the changes that occurred in the practice of case management, based on these job descriptions, over 5 years: from the mid-1990s until the early 2000s. One benefit of this study was a change in one eligibility criterion of the CCM credential. Another was the development of a taxonomy of case managers' roles and functions that can be used as a step toward standardization of case managers' job descriptions.
The construct validity of the Job Descriptive Index (JDI) was investigated by using a meta-analysis to summarize previous empirical studies that examined antecedents, correlates, and consequences of job satisfaction. In total, 79 unique correlates with a combined total of 1,863 correlations were associated with the JDI subdimensions. The construct validity of the JDI was supported by (a) acceptable estimates of internal consistency and test-retest reliability, (b) results that conform to a nomological network of job satisfaction relationships, and (c) demonstrated convergent and discriminant validity. Contrasting results with previous meta-analytic findings offered further support for the JDI's construct validity. Limitations of the JDI and suggestions for future research are discussed.
There is little data about the role of psychiatrists within CMHCs. To gain perspective on this issue, job descriptions for medical directors and staff psychiatrists were collected from 214 CMHCs. The data demonstrated that most CMHCs want fully trained psychiatrists involved in a variety of activities in addition to prescribing medication. Policy development was specifically included as part of the medical director's job for 69% of the CMHCs, and 50% mentioned training as part of the staff psychiatrist's job. Although job descriptions may not accurately reflect the actual roles of the psychiatrist in all cases, these data suggest that CMHCs support a multifaceted role for their psychiatrists.
All companies, regardless of size, are faced with the same employment concerns. Efficient personnel management requires the use of three human resource techniques--job analysis, job description and performance appraisal. These techniques and tools are not for large practices only. Small groups can obtain the same benefits by employing these performance control measures. Job analysis allows for the development of a compensation system. Job descriptions summarize the most important duties. Performance appraisals help reward outstanding work.
The purpose of this study was to examine case managers' (CM) job position descriptions through content analysis. There were 29 case manager job position descriptions examined. The job descriptions could be grouped into four categories: (1) what the individuals should bring to the position, (2) what they did as CM, (3) to whom they were accountable, and (4) what was valued. Themes included focus on client as individual, focus on the external/system, or outer-directed work, and the articulation point between the individual and broader system. The CM works directly and indirectly in the system and community through education, organizing, planning, and networking, as well as through provision of direct care to the individual client. The expectations of the positions are extensive.
A questionnaire for Ergonomic Job Description is developed for the area of text and data processing. The contents and structure of the method are described and its applicability is demonstrated in a field study. To interprete the data, methods of cluster, profile, and factor analyses are used. The jobs for which the data have been collected are classified according to their specific demands by the use of factor analysis. Further applications of the method are outlined.