Job evaluation

Abstract: Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledg...

Abstract: This study examined the relative explanatory powers of age and total years of experience in an occupation for predicting supervisory ratings of work performance. As predicted, results indicated that experience was a better predictor of performance than age. A breakdown of jobs into five occupational groupings revealed a moderating effect for occupational type. Findings also showed that age and experience exhibit nonlinear relationships with performance.

Abstract: Preface 1. Introduction Overview of the Book The Uses of Job Analysis Definitions Building Blocks of Job Analysis Methods A Couple of Job Analysis Projects 2. Work-Oriented Methods Overview of the Chapter Time-and-Motion Study Functional Job Analysis Task Inventories Critical Incident Technique Chapter Summary 3. Worker-Oriented Methods Overview of the Chapter Job Element Method Position Analysis Questionnaire Other Trait-Based Worker-Oriented Measures Cognitive Task Analysis Chapter Summary 4. Hybrid Methods Overview of the Chapter Combination Job Analysis Method Multimethod Job Design Questionnaire Occupational Information Network Chapter Summary 5. Management and Teams Overview of the Chapter Management and Leadership Job Analysis for Teams Chapter Summary 6. Job Analysis and the Law Overview of the Chapter Federal Legislation Enforcement of Equal Employment Opportunity Laws Executive orders Professional Standards Prescriptions for Job Analysis Chapter Summary 7. Job Description, Performance Appraisal, Job Evaluation, and Job Design Overview of the Chapter Job Description Performance Appraisal Job Evaluation and Compensation Job Design/Redesign Chapter Summary 8. Staffing and Training Overview of the Chapter Staffing Training Chapter Summary 9. Doing a Job Analysis Study Overview of the Chapter Matching Purpose and Job Analysis Attributes Selecting Approaches Observations and Interviews Questionnaires Analyzing Data A Note About Accuracy in Job Analysis Chapter Summary 10. The Future of Job Analysis Overview of the Chapter Changing Conditions Implications for Jobs and Job Analysis Chapter Summary A Final Note Glossary References Index About the Authors

Abstract: 1. Introduction 2. Competing Interests, Multiple Goals 3. Reproducing Hierarchy--or Job Evaluation in Oregon 4. True Comparable Worth: The Technical as Political 5. From True Comparable Worth to Poverty Relief 6. Doing Comparable Worth: Theorizing Gender and Class Notes Bibliography Index