job role system
Synonyms:
System (system) is a scientific term in terms of meaning, which generally refers to a whole composed of things within a certain range or of the same kind according to a certain order and internal connections.
The post role system refers to a whole composed of things related to posts and roles or certain consciousnesses that are connected with each other.
As the organization faces drastic changes in the internal and external environment, the organizational structure, work mode, work nature and work requirements for employees have undergone tremendous changes. The traditional post job analysis model is increasingly unable to adapt to the needs of the new situation. . Enterprise managers often face such management confusion: on the one hand, job descriptions are getting thicker and job responsibilities are becoming more and more clear; on the other hand, the working environment is constantly changing, new responsibilities are constantly emerging, and job descriptions cannot be exhausted. For all responsibilities, it is often impossible to distinguish which position and person to implement the responsibilities, so the new responsibilities often become a vacuum without management, and in the end, the work instructions that have been written with great effort are finally shelved.
Human resource workers in the West propose to replace traditional job analysis for positions with role (role) analysis, advocate abandoning traditional job descriptions and replace them with role descriptions, and advocate focusing on In terms of roles (functions), more emphasis is placed on results rather than processes. This shift from focusing on "jobs" to focusing on "work functions" is more suitable for organizations such as R&D teams, senior management teams, sales teams, and consulting teams that work in teams rather than on an individual basis.
In fact, the organizational structure of an enterprise (especially an enterprise that takes research and development as its main work content, or adopts a team work form) is usually not only vertically functional, nor completely team project-style, but vertically and horizontally. Combined, matrix-shaped organizational structure department. That is to say, there are not only functional departments according to management level, job attributes, and vertical in-depth in the enterprise organization, but also special teams are established according to the requirements of projects or special work tasks. Its members come from relevant functional departments, and return to the original functional departments after the mission is terminated.
Therefore, the de facto organizational structure of such enterprises is matrix. How to eliminate the blind spots in management, effectively implement the management of employees and affairs, and reasonably evaluate the contribution of employees, no matter whether the job evaluation method or the role evaluation method is used, it is impossible to fully reflect the performance of employees.
This leads to the "job role system".
1. First, we analyze and define the position as follows:
1. Working environment: relatively fixed business, personnel, and other resources;
2. Setting up a position is the way the organization assigns tasks and responsibilities to employees;
3. There is currently a business Positions are created only when necessary. Job design (that is, job design) corresponds to the current business;
4. The job has a specific orientation and scope of work in the current business process;
5. There are clear responsibilities and symmetrical powers in the current environment;
6. Existence with up, down, left, and right Relevance;
7. Corresponding treatment;
8. Requirements for the ability and quality of the employees in the position;
9. The evaluation of the ability and contribution of the employees in the position is limited to the position and limited by the current environment;
2. The limitation of position setting Characteristics:
1. Ignoring environmental change factors. Business changes will lead to changes in functions, positions, scope of work, power, and relationships. Such as new tasks, business changes, adjustments, function conversions, etc.;
2. The flexibility of task assignment and responsibility assignment is ignored;
3. It does not reflect that those who are capable work more, work more, get more, and more can get more. Post tasks have boundaries, and there are many restrictions.
That is the so-called "own job";
4. Ignoring the potential and plasticity of employees. There may be no employees with special talents, or no opportunities to develop them;
5. It limits the horizontal career development of employees, and has limitations on the vertical development of employees;
6. Post is a way of assigning work tasks to employees in a relatively static environment, according to the current organizational structure, current business needs, current personnel status and other conditions. Various descriptions do not depart from one premise: the status quo; Weakened one necessity: change. Therefore, the limitations of the traditional post setting make the post setting unable to adapt to the environmental changes, which is too rigid compared with today's fast-paced and changing environment; 7. Posts are fixed in a relatively unchanged
environment , therefore, various descriptions related to the post (such as responsibilities, contacts, other conditions, etc.) are also subject to the environment at that time, and are relatively fixed corresponding to this environment; 8. Although the job description may be able to describe the job responsibilities in detail,
but Changes in the environment and the emergence of new responsibilities will cause this description to lag behind the changes. The post appointment letter can assign the responsibilities of the post to the person, but the new responsibilities or temporary tasks often become a vacuum zone for no one to manage
; This situation is similar to the current household registration management system. Once the population flows, it is difficult to track and manage. The breakpoint of the activity track is not conducive to career growth; 10. The most perfect job description is
also It is impossible to exhaust the present and accurately predict all possible future changes; the above situations will lead to the statement of work that has been written with great effort and will eventually be shelved.
11. The definition of job functions focuses on the tasks being described in detail rather than competencies and behaviours.
Third, the appearance of characters solves this problem.
In an organization with a matrix structure, the actual performance of employees is based on their positions, and their performance is expressed through the activities of multiple roles. Among them, those corresponding to job responsibilities are basic roles, and others are dynamic roles.
1. Relatively dynamic needs, temporary business, and non-fixed corresponding personnel. Other manifestations caused by new tasks or changes in responsibilities;
2. Roles are time-limited, usually starting with the start of an event and ending with the end of the event.
Figuratively speaking, after completing the temporary role tasks, the employees in the existing positions will return to their original positions and continue to perform their job duties. When performing temporary tasks, they will still retain their positions in the functional department, which we call dynamic roles;
3. Role is the way the organization assigns temporary work tasks and job responsibilities to employees. There are usually clear goals. (Such as "completing a certain product development", "project implementation" or completing other specified tasks, these tasks are not listed in the job description); 4. Only temporary
needs will have a role. Role design (that is, role responsibility design) corresponds to assigned tasks. Employees can have multiple roles; 5. The role has a specific direction and scope of work in the current task workflow;
6. The role has clear responsibilities and symmetrical powers in the specified task;
7. The role has specific tasks in the specified task. Clear positioning and requirements;
8. There is a relationship between the role and the up, down, left, and right positions that is different from the original post, and the related objects are also different due to different tasks;
9. There are remunerations corresponding to the tasks (such as project subsidies, target rewards, etc.);
10 1. The employees appointed by the role have the ability and quality requirements, but due to different tasks, they require more comprehensive or more emphasis on certain aspects of ability, which is more open and challenging for employees; 11. The employees who play the role and their
contribution The evaluation is different from the position and directly points to the corresponding tasks and results.
12. Roles tend to be broadly defined. The focus is on capabilities and behaviors rather than tasks being detailed. It gives individuals more room to develop by clearly indicating the abilities, knowledge, and behaviors necessary to succeed in the role.
13. Roles are also generally better suited to organizational structures, allowing quick and smart reallocation of resources to accommodate changes in business strategy. In addition, roles can help organizations understand what capabilities are available internally and what capabilities need to be mastered by employees, thereby assisting in the development of strategy and tactics.
14. Roles promote creativity or superior thinking by broadening the scope of responsibilities. Employees are more flexible to create new solutions, rather than just focusing on specific tasks.
15. Another benefit of roles is that they help change employees' understanding of what they do, making them more focused on industry processes than on specific tasks. Such objective change comes from doing work to meet industry needs. Ultimately, success is judged by the value added rather than the results achieved. item
3. Combination of positions and roles
Based on the above redefinition of positions and roles, the following conclusions are drawn:
1. Basic roles.
In an organization with a matrix organizational structure, positions are the key components of the work of vertical functional departments, and the corresponding roles are the most basic roles. The role performance corresponding to the job requirements is equivalent to the job performance. In this sense, the employee's job performance is his or her role performance, and the job description's responsibility requirements are the measurement standard of the role performance (integration of job roles). We call this role It is a basic role, and what is accomplished is the work indicators in the goals of the organization's vertical functional departments.
2. Dynamic roles.
The person playing the basic role does not leave the post, but performs additional work tasks outside the job function (that is, when the job description does not describe it), which is one of the dynamic manifestations of the job role
; To meet the needs of temporary work tasks, take on roles and assume responsibilities in new target task teams or
organizations in stages. This is another dynamic form of job role.
3. The position is relatively static, and the role activities are absolutely dynamic.
4. The combination of positions and roles breaks the limitations of pure position positioning, taking into account environmental changes that will lead to functional changes, orientation changes, work scope changes, power changes, relationship changes and other factors, highlighting the characteristics and requirements of specific tasks , increased the flexibility of assignment of tasks and responsibilities, embodies the principle of more work, more pay, more ability, pay more attention, pay attention to the potential and reversibility of employees, provide opportunities for employees' horizontal career development, and have a positive effect on employees' vertical development Promotion ensures the stability of post setting within a certain period of time, and also provides work, management, and employee growth channels that adapt to changes, and is more able to adapt to a fast-paced and changing environment.
5. After the repositioning, the post assessment is the assessment of the performance of the basic roles, and the role assessment is the assessment of the performance of the two forms of dynamic roles. The former emphasizes "points", that is, the performance of role players in the workflow nodes of functional departments, focusing on the process of performing tasks; the latter emphasizes "face", that is, specific tasks that role players cannot describe in job descriptions The dynamic performance in , focuses on the results of performing tasks.
6. Posts and roles cannot be neglected. The employee's performance evaluation is to combine and evaluate the employees' horizontal and vertical indicators to complete the effect; when evaluating the employee's performance, the vertical evaluation is based on the job description (or basic role description), that is, the employee's position in the relevant position of the functional department performance; horizontal evaluation is based on dynamic role descriptions (requirements for specific tasks).
7. Posts and roles are both combined and separated, reflecting employee performance through vertical and horizontal dimensions, which actually fits the matrix organizational structure.
8. From the perspective of employee growth, whether they are qualified for the job depends on the performance of their basic roles. Whether they can develop horizontally or have much room for growth depends more on the performance of their dynamic roles.