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Briefly outlines why it is necessary to distinguish between marginal and essential job duties before providing definition for both. Covers the need for job analysis and the techniques which may be employed to assist line managers. Discusses the need for job descriptions and gives brief details of areas which such a description should include. Looks at the requirements of the American with Disabilities Act in relation to this subject.

The purpose of this study is to identify the causal relationship among informal learning, leader-member exchange (LMX), empowerment, job characteristics and job self-efficacy and the impact on administrative assistants in corporations. The study aims at providing information for administrative assistants who have worked with their current supervisors for more than one year in a one-to-one administrative assistant role in corporations.

To ensure the reliability and validity of the questions, statistical analysis was performed using SPSS 18.0. AMOS 18.0 was also used to estimate the causal relationship of the proposed research model.

The analyses show the following results. Indirect factor loading of LMX and empowerment to informal learning and direct factor loading of job characteristics and job self-efficacy were observed. In the relationship between LMX and informal learning, empowerment had a negative mediating effect and job self-efficacy had a positive mediating effect. In the relationship between empowerment and informal learning, job self-efficacy and job characteristics both had a mediating effect. However, job self-efficacy did not have a mediating effect in the relationship between job characteristics and informal learning.

When considering informal learning, planners should consider both individual characteristics and organizational characteristics. However, informal learning is not directly correlated to the impact of factors related to the executives and organization itself, but rather linked to individual and job characteristics. Hence, promoting job self-efficacy not only requires the individual efforts of employees but also a systematic strategy at the corporate level.

The careers service covers such a range of activities, each brushing against those of so many other agencies, that it would be hard to find any two officers following the same job specification. This leads to a situation where external commentators are seldom able to identify the specific contribution of the careers officer. Careers officers themselves have the same problem — they attempt a little bit of everything over an impossible range of duties, alternatively they act out a role in response to a particular local need. There is almost always such a volume of work that standards inevitably fall in an attempt to meet all needs.

Employment exchanges have been playing a significant role in the worldwide labor market for more than a hundred years now. In India, since 1946, millions of aspiring Indian youths have registered themselves with the government-run employment exchanges to find a job. About four million job seekers got registered at 1,000 employment exchanges in India, it is important to analyze the placement statistics of these exchanges. In recent years, new methods of job search have evolved. This study examines whether employment exchanges are effective in the changed scenario?

Using state-level employment exchange data for the period 2010–2011 to 2019–2020, this study analyzes the determinants of job placement at employment exchanges in India. A critical analysis of the functioning of employment exchanges along with recommendations to improve the job search ecosystem in India is also presented in the study.

This study found that increased share of service sector in the state economy negatively impacts placement at employment exchanges.

The absence of focus on the service sector requires policy intervention if Indian employment exchanges are to remain relavant.

The government administration should rethink that ignoring service sector employment potential is unaffordable for an emerging economy and employment exchanges should be aligned accordingly.

About 30 million people are unemployed in India. If employment exchanges are transformed, it can have far-reaching socio-economic advantages.

This study is the first sub-country level study on the institution of employment exchanges. This study comprehensively maps the landscape of career services in India. Empirically establishing the impact of sectoral structure of economy on efficacy of employment exchanges, and makes the case for policy intervention that is needed to keep the employment exchanges relevant in India.

This paper aims to present a theoretical framework which reveals the relationship between job evaluation (JE) and the development of fair wage structure from the organizational justice (OJ) perspective. It focuses on analyzing the dimensions of job-based pay structure and the use of multifaceted construct of OJ (procedures, distribution and interaction) to determine how the perceived justice of JE's multi-levels construct contributes to achieve the fairness of wage structure.

This paper adopts an analytical descriptive approach in terms of explaining the perspectives and viewpoints related to the analysis. This paper is based on examining a theoretical framework provided by the authors based on a theoretical review of literature and a set of empirical evidences.

The design of a hierarchical wage structure counts on the multidimensional approach of JE which consists of three dimensions (processes, outcomes and social system). In addition, the determination of wage structure fairness is dependent on the assessment of the perceived justice of: JE's procedures, wages distribution and management's treatment with its employees.

This study provides a new theoretical contribution in studying the relationship between JE and the design of fair wage structure. This contribution can be regarded as a theoretical foundation for conducting some empirical and comparative studies in the future. The study affords directive mechanisms to policymakers in order to enhance the fairness of the wage structure across the state.

The recent economic crisis in Spain is felt most severely in the labour market. The purpose of this paper is to examine job satisfaction among the occupied workers according to their job types throughout the ongoing economic cycle comparing the period of boom and that of bust.

Surprisingly, the average job satisfaction has stayed virtually constant between the two periods, which suggests the existence of compensating forces operating among the occupied population. The authors find first the compositional change of working population, such as a decreasing proportion of temporary contract workers had only small effects, unable to explain the puzzle. The authors also find that macroeconomic conditions affect workers’ job satisfaction differently by the type of workers or jobs. In fact, high-level managerial workers and self-employed employers have suffered a significantly large reduction in their job satisfaction during the crisis while some other types of workers such as ordinary employees have enjoyed increased job satisfaction. In order to explore the causes of these differences, the authors examine the satisfaction in different job domains.

The results suggest that in the case of self-employed, decrease in job satisfaction with respect to wages job stability superior evaluation is significant and the promotion prospect is not relevant for self-employed, while for managerial workers, the only significant decrease is due to superior evaluation.

The Spanish data with a reasonable sample size which include information on job satisfaction are the Spanish Survey of Life Quality at Work. Unfortunately, the survey is not longitudinal, therefore unable to examine the factors affecting transitions in satisfaction level or to control for fixed individual effects, and the data only cover until 2010. Further investigation including more recent data and data from other countries would be helpful to better understand the consequences of economic crisis on job satisfaction.

This paper contributes in two ways. First, the authors show what has been happening to the job-related well-being during the recession in Spain by the type of workers: high-level managers, managers, self-employed and employees. Job satisfaction can be determined by pressures to work harder and longer hours, reduced wages, lower promotion possibility and higher layoff probability, and all of them could have been changed by the economic crisis. Consequently, the second contribution is to analyse different dimensions of job satisfaction as satisfaction with wages, flexibility, stability, stress and promotion to determine the causes of the changes in average level of job satisfaction.

WHEN a business expert said recently that only one out of every three firms who had purchased and installed computers was satisfied that the acquisition had proved a financial success it might be astonishing. At the same time, it deserves careful consideration. Have two‐thirds of the firms who have put them in been virtually swindled by salesmen's guile?

The purpose of this paper is to show that in many organizations training professionals and human resource leaders are under increasing pressure to use training to improve organizational performance, and yet, front‐line managers are often passive or even indifferent on the issue of properly training their workers. This paper will also discuss the key practices of high performance business leaders and how they use effective training practices to achieve superior results.

Over 2,000 managers, identified by their organizations as being “high performers”, were surveyed and the findings of this paper are based on a content analysis of both questionnaire and interview data.

The paper finds that results‐oriented leaders realized that training is critical to their success and must be handled with great care employing a systematic and disciplined process. This study revealed that results‐oriented leaders realized that properly training and educating their workers increased the likelihood of achieving high performance and that poorly trained workers can create a myriad of performance problems. The study showed that high performance leaders were doing the things necessary to develop their workers and to educate them about the bigger picture of their organization to enable them to make better decisions and be more engaged. The over‐arching finding concludes that high performance business leaders are actively engaged in the training and development process and that they do not abdicate that responsibility to others.

The findings of this paper make it clear that training and developing workers is a top priority for high performance managers who are serious about improving operational and organizational performance.

The purpose of this paper is to investigate athlete selection procedures implemented by 25 provincial and national level coaches in New Zealand. One of the main focuses of the study was the degree to which workplace human resource management (HRM) selection practices were utilised, or could have been beneficial, for athlete selection. As many selection controversies have been caused by unclear or unspecified selection procedures, the study focused on discovering what processes coaches utilised when selecting athletes and, importantly, to what degree these processes were communicated to athletes.

The data were collected via semi‐structured interviews and interpreted using thematic analysis which enabled the extraction of the major recurring themes.

Although the majority of coaches supported the use of HRM selection processes, only six reported implementing HRM type practices. Overall, the study found that coaches on the whole did not fully utilise HRM selection practices. Furthermore, although there tended to be some degree of communication of these processes to athletes, this was not always done in a clear and precise way.

Core HRM practices, procedures, and terminology are seemingly rarely utilised in the athlete selection processes of amateur team sport. It is argued that future research should focus on determining how best to implement workplace HRM selection processes for team athlete selection.

Somewhat surprisingly, very little past research has investigated current athlete selection processes in relation to workplace HRM selection practices. The present research increases the understanding of current team athlete selection and provides discussion of the results in relation to HRM selection best practice.