Job Descriptions: What You Can Do to Improve Them

2008 ◽  
Vol 42 (1) ◽  
pp. 33-34
Author(s):  
Marcia Wylie
Keyword(s):  
Job Descriptions

Current Trends in the Training and Utilization of Paraprofessionals in Speech and Language Programs

1991 ◽  
Vol 22 (2) ◽  
pp. 51-59 ◽  
Author(s):  
Kathy L. Coufal ◽  
Allen L. Steckelberg ◽  
Stanley F. Vasa
Keyword(s):  
Selection Criteria ◽  
Job Descriptions ◽  
Paraprofessional Training ◽  
Language Programs ◽  
Program Administrators ◽  
Current Trends ◽  
Training And Supervision ◽  
Communicative Disorders ◽  
Supervision Practices ◽  
A Current

Administrators of programs for children with communicative disorders in 11 midwestern states were surveyed to assess trends in the training and utilization of paraprofessionals. Topics included: (a) current trends in employment, (b) paraprofessional training, (c) use of ASHA and state guidelines, and (d) district policies for supervision. Selection criteria, use of job descriptions, training programs, and supervision practices and policies were examined. Results indicate that paraprofessionals are used but that standards for training and supervision are not consistently applied across all programs. Program administrators report minimal training for supervising professionals.

Determinants of Interrater Reliability of Job Analysis: A Meta-analysis

2002 ◽  
Vol 18 (1) ◽  
pp. 52-62 ◽  
Author(s):  
Olga F. Voskuijl ◽  
Tjarda van Sliedregt
Keyword(s):  
Data Collection ◽  
Interrater Reliability ◽  
Meta Analysis ◽  
Job Analysis ◽  
Job Descriptions ◽  
Job Description ◽  
Research And Practice ◽  
Descriptive Information ◽  
Interrater Reliability Coefficients ◽  
Reliability Coefficients

Summary: This paper presents a meta-analysis of published job analysis interrater reliability data in order to predict the expected levels of interrater reliability within specific combinations of moderators, such as rater source, experience of the rater, and type of job descriptive information. The overall mean interrater reliability of 91 reliability coefficients reported in the literature was .59. The results of experienced professionals (job analysts) showed the highest reliability coefficients (.76). The method of data collection (job contact versus job description) only affected the results of experienced job analysts. For this group higher interrater reliability coefficients were obtained for analyses based on job contact (.87) than for those based on job descriptions (.71). For other rater categories (e.g., students, organization members) neither the method of data collection nor training had a significant effect on the interrater reliability. Analyses based on scales with defined levels resulted in significantly higher interrater reliability coefficients than analyses based on scales with undefined levels. Behavior and job worth dimensions were rated more reliable (.62 and .60, respectively) than attributes and tasks (.49 and .29, respectively). Furthermore, the results indicated that if nonprofessional raters are used (e.g., incumbents or students), at least two to four raters are required to obtain a reliability coefficient of .80. These findings have implications for research and practice.

KINERJA APARATUR SIPIL NEGARA STUDI KASUS KANTOR KECAMATAN MOROTAI SELATAN KABUPATEN PULAU MOROTAI

2019 ◽  
Vol 4 (1) ◽  
pp. 8
Author(s):  
Ibnu Kanaha
Keyword(s):  
Work Performance ◽  
Working Hours ◽  
The South ◽  
Job Descriptions ◽  
Improve Performance ◽  
District Office ◽  
Use Of Time ◽  
State Apparatus ◽  
The Right ◽  
Depth Interviews

The purpose of this study was to determine the performance of employees (ASN) in the South Morotai District office. The form of this research is descriptive qualitative, with data collection techniques through observation and in-depth interviews with the subdistrict head, subdistrict head secretary, employees, and the community. This study concluded that employees at the South Morotai District Office were not disciplined in terms of time, both when they entered the office and after working hours. Employees are not able to make the best use of time to do productive work to improve performance. employees generally do not know and understand their respective fields of duty. The concept of the right man in the right place is not applied in the placement of employees. Performance evaluation of employees at the South Morotai District Office is difficult because of unclear job descriptions and division of tasks for the state apparatus. This causes the work performance is not measurable both in quality and quantity..

The Central Snitch Squad at the Saint-Petersburg Security Department as the Subject of Ensuring the Security of the Head of State in the Russian Empire

2020 ◽  
Vol 2020 (1) ◽  
pp. 30-36
Author(s):  
Anton Matveev
Keyword(s):  
Russian Empire ◽  
Job Descriptions ◽  
Saint Petersburg ◽  
National Importance ◽  
Legal Literature ◽  
Head Of State ◽  
Analysis And Synthesis ◽  
Normative Basis ◽  
The Subject ◽  
The Russian Empire

The article is devoted to the organization and activities of the Central Snitch Squad at the Saint-Petersburg Security Department for ensuring the security of the head of state in the Russian Empire. The normative basis for the activities of agents of the Central Snitch Squad and the specifics of implementation of their job descriptions are described in the article. The Central Snitch Squad was a separate division of the Search and Surveillance Service of the Russian Empire, which solved the various and most complex tasks of search-and-surveillance. The Central Snitch Squad operated until the fall of the monarchy in February 1917, but the experience gained by it in fulfilling tasks of national importance continues to be used in modern Russia. At the same time, the issues of the organization and functioning of the Central Snitch Squad have not received a comprehensive analysis yet. One of the activities of the Central Snitch Squad, which has not received proper coverage in historical and legal literature, is the protection of imperial majesties in the Russian Empire at the beginning of the 20th century. Therefore, its regulation and implementation has become the subject of this article. The main and integrating method of research on the organization and activities of the Central Snitch Squad was the method of materialist dialectics. General logical (deduction, induction, analysis and synthesis), general scientific (systemic, structural-functional, typologization) and special (formal-legal, historical-legal, comparative-legal, interpretations of regulatory legal acts, sociological and statistical) methods of legal research were used. It was concluded that the protection of imperial majesties and the highest persons in the Russian Empire was one of the most important areas of activity of the gendarmerie. The simultaneous existence of three different divisions that guarded the emperor ‒ the Central Snitch Squad, the Security Unit and the Security Agency led to duplication of agents activities and inconsistent actions of the units. The Central Snitch Squad of the Saint-Petersburg Security Department has accumulated a variety of search-and-surveillance experience that can be used to solve problems of national importance in modern Russia.

ANALISIS JABATAN DAN PENENTUAN INDIKATOR PRESTASI KERJA DIVISI FINANCE DAN ACCOUNTING PADA PT. SPM

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Linda Mora Siregar
Keyword(s):  
Working Conditions ◽  
Work Performance ◽  
Job Analysis ◽  
Job Descriptions ◽  
Job Responsibilities ◽  
Job Description ◽  
Employment Relationships ◽  
Job Requirements ◽  
Job Functions ◽  
The Subject

This study aims to determine the work performance of the finance and accounting division at PT. SPM. The subject of this research is the finance and accounting division. The method in this research uses questionnaire and interview techniques. The results show that job descriptions, job requirements and employee KPIs that are in line with current company conditions can be compiled and determined. Job / job description contains all information regarding job identity, job functions, job authority, duties and main job responsibilities, other tasks, work documents, working conditions, and employment relationships. Keywords: Job Analysis, Work Performance Indocators Penelitian ini bertujuan untuk mengetahui prestasi kerja divisi finance dan accounting pada PT. SPM. Subjek penelitian ini adalah divisi finance dan accounting. Metode dalam penelitin ini menggunakan teknik koesioner dan wawancara. Hasil penelitian menunjukkan bahwa uraian pekerjaan, persyaratan jabatan dan KPI karyawan yang sesuai dengan kondisi perusahaan saat ini dapat disusun dan ditetapkan.Uraian pekerjaan/jabatan memuat semua informasi mengenai identitas jabatan, fungsi jabatan, wewenang jabatan, tugas dan tanggung jawab pokok pekerjaan, tugas-tugas lain, dokumen kerja, kondisi kerja, dan hubungan kerja.   Kata Kunci: Analisi Jabatan, Indikator Prestasi Kerja.

Volunteer Management Reference for Local VCE Master Gardener Coordinators

HortScience ◽  
1998 ◽  
Vol 33 (3) ◽  
pp. 503a-503
Author(s):  
Sheri T. Dorn ◽  
Paula Diane Relf
Keyword(s):  
Educational Program ◽  
Program Planning ◽  
Community Leaders ◽  
Volunteer Management ◽  
Educational Programming ◽  
Job Descriptions ◽  
Master Gardener ◽  
Volunteer Program ◽  
Reference Guide

Virginia Cooperative Extension's (VCE) Master Gardener volunteer program is available in 72 unit offices. The unit programs are managed by MG coordinators who currently include 10 locally funded agents, eight locally funded technicians, and 28 volunteers. The VCE Master Gardener Coordinator Manual, a 12-unit resource book, was developed cooperatively with teams of MGs, coordinators, and agents to enhance coordinators' skills for managing the local VCE MG program. The manual includes chapters on VCE MG components such as risk management; job descriptions; recruitment and screening; and volunteer review, recognition, and retention. Additional resources within the manual include a synopsis of educational program planning, implementation, and evaluation, as well as a copy of the current VCE Master Gardener Program Policies and the volunteer section of the Virginia Master Gardener Handbook, which serves as program orientation for new or prospective trainees. The VCE Master Gardener Coordinator Manual is the basis of three local MG coordinator training sessions in 1998. Additional resources available to coordinators for enhancing the local MG program include a MG newsletter focused on the role of Master Gardeners as community leaders and educators; program policies and guidelines for the management of MG training and operation; VCE publication 426-699 Welcome to Virginia Master Gardenering! Guide to Educational Programming and Resource and Reference Guide; and the VCE Master Gardener Internet website at http://www.ext.vt.edu/vce/specialty/envirohort/mastergard/master.html.

Consumer involvement in the health technology assessment program

2004 ◽  
Vol 20 (4) ◽  
pp. 493-497 ◽  
Author(s):  
Jane Royle ◽  
Sandy Oliver
Keyword(s):  
Health Technology Assessment ◽  
Organizational Development ◽  
Technology Assessment ◽  
Health Technology ◽  
Consumer Involvement ◽  
Policy Recommendations ◽  
Staff Time ◽  
Job Descriptions ◽  
Assessment Program ◽  
Research Resources

Objectives: This study aims to describe a cycle of development leading to sustainable methods for involving consumers in the management of a program commissioning health technology assessment.Methods: Staff time was dedicated to developing procedures for recruiting and briefing consumers to participate in prioritizing, commissioning, and reporting research. Resources and support were developed in light of early feedback from consumers and those working with them. These were piloted and amended before being used routinely.Results: Over 4 years, procedures and resources have been developed to support six consumers attending seven to eight prioritization meetings a year; thirty to forty-five consumers each year commenting on research need for particular topics; thirty consumers a year commenting on research proposals, and twenty a year commenting on research reports. The procedures include clear job descriptions, induction and development days, clear briefing materials, payment for substantial tasks, and regularly seeking feedback to improve procedures.Conclusions: Explicit, inclusive, and reproducible methods for supporting consumer involvement that satisfy National Health Service policy recommendations for involving consumers in research require dedicated staff time to support a cycle of organizational development.

scholarly journals A Longitudinal Qualitative Analysis of the Way Peer Support Specialist Roles Change Over Time in a Psychiatric Hospital Setting in Asia

2021 ◽  
Author(s):  
Daniel Poremski ◽  
Jonathan Kuek ◽  
Yuan Qi ◽  
Ziqiang Li ◽  
Kah Lai Yow ◽  
...  
Keyword(s):  
Lived Experience ◽  
Peer Support ◽  
Service Use ◽  
Hospital Setting ◽  
Service Users ◽  
Role Clarity ◽  
Job Descriptions ◽  
Spheres Of Influence ◽  
Pass Through ◽  
Time Required

AbstractThe current study seeks to determine how peer support roles change as peer support specialists’ positions within organizations and departments mature. We followed ten peer support specialists over the course of a year, interviewing them at three points, starting approximately three months after they began working as peer support specialists. We used an inductive process to analyze our data and followed guidelines on the structuring of longitudinal qualitative trajectories to divide the data into watershed moments. Our participants worked in a variety of departments in the hospital, and their service use experiences generally echo those of their service users. Participants appear to pass through four phases over the course of their employment as peers: early beginnings, establishing the role, role narrowing, and role sustainability. Services wishing to integrate new peers must be aware of the time required for integration. Having general job descriptions limited to specifying that peers are expected to use their lived experience to support current service users may lead to uncertainty amongst new and existing staff. Without role clarity, peers may struggle to find their place. Pairing new staff with mentors may limit this burden. As roles consolidate, boundaries may emerge. If these boundaries narrow the role of the PSS, they may no longer find the role appealing. They may then choose other caregiver roles with wider or different spheres of influence. Organizations may benefit by clearly indicating if they expect peer support positions to be static or transitionary.

Current Hiring Practices of Campus Recreation Directors of NIRSA Institutions

2006 ◽  
Vol 30 (2) ◽  
pp. 100-115 ◽  
Author(s):  
William F. Stier ◽  
Robert C. Schneider ◽  
Stephen Kampf ◽  
Gregory Wilding ◽  
Scott Haines
Keyword(s):  
Hiring Practices ◽  
Professional Organizations ◽  
Campus Recreation ◽  
Job Descriptions ◽  
Public And Private ◽  
Graduate Assistants ◽  
Entry Level ◽  
Policies And Procedures ◽  
Recreation Directors ◽  
Professional Employees

A survey of all National Intramural-Recreational Sports Association (NIRSA) campus recreation directors was conducted to determine the hiring practices, policies, and procedures relating to professional employees, graduate assistants, and student employees in campus recreation programs throughout North America. The survey instrument, in its final form, addressed hiring practices, policies, and procedures of campus recreation directors through 28 questions relating to the following areas: (a) search and screen committees, (b) job descriptions, (c) advertisement and announcement of vacancies, (d) applications, (e) references, (f) interviews, and (g) impact/involvement of national professional organizations in the hiring process. Selected data is presented in terms of (a) entry level position (coordinator) or for mid-level positions, (b) size of institutions (small, medium, and large), (c) rural, urban, and suburban locations, and (d) public and private institutions.

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