ABSTRACT
The organisation may well need data about jobs for job evaluation, and for career path or organisation succession planning, and for many other worthwhile purposes. The organisation may well need data about jobs for job evaluation, and for career path or organisation succession planning, and for many other worthwhile purposes. A generic job description cannot reflect those individual influences, but they should be recognised by both managers and employees in the performance planning and review process. Performance standards and work targets or objectives are central to most performance planning and review systems, which is a good reason for including them in the job description. Setting performance improvement targets in such jobs can be an artificial exercise that compromises the real purpose and potential benefits of performance planning and review. A variety of terms are used to express performance plans—for example, goals, targets, objectives, measures, standards, indicators—and different people and organisations use these terms to mean different things.
