1. From Jobs to Roles Entrepreneur Role Student Role Team Member Role
Organizational
Role
Job Role

2. What are Jobs?
Created by prime beneficiaries (principals) or their agents
Objective; social consensus about tasks is what defines them
Bureaucratic; exist independently of the person occupying the position
Quasi-static; do not change rapidly or frequently
Consist of established task elements

3. The Job Context
Subjective, personal, and dynamic job environment with multiple interests
Complexity/changes in work demands
Remoteness of prime beneficiaries
Supervisor expectations
Coworker expectations
Subordinate expectations
Self-originated expectations & changes
All contribute to Emergent Task Elements

4. What are Roles?
Formed by constituencies other than the prime beneficiaries
Subjective; less common perceptions of what set of tasks constitute the role
Personal; role is not independent of person
Dynamic; changes and the rate of change varies by role occupant
Established + Emergent Tasks = Role

5. Elasticity of Jobs Delegation Expectations of role-senders
- Self
- Supervisors
- Co-workers
- Customers
Complexity & Changes
Delegation

6. Job-Role Prototypes Bureaucratic Prototype Loose Cannon Prototype
Established
Task
Elements
Established
Task
Elements
Emergent Task Elements
Emergent Task Elements

7. HR Features & Roles Entrepreneur Student Team Member Organizational
Individual incentive systems
Risk and employee initiative
High levels of autonomy
Accomplishment criteria
Student
Skill-based pay programs
Career silos
Mentoring programs
Certification criteria
Team Member
Team-based pay programs
Cross-training
Team-based criteria
Cooperative Decision Making
Organizational
Employee stock options
Career lattices
Internal customer criteria
Role assimilation

8. Implications for HRM Practices
Job Analysis
Multiple sources of information
Time-sensitive nature of dynamic jobs
Capacity for
compliance versus adaptability
Fluid competencies versus static skills
Reggie as example
Can we hire another Reggie?

9. Implications for HRM Practices
Recruitment & Selection
Broadcasting culture to applicants
Beyond qualifications testing
Person-job fit
Person-organization fit
Role congruence
Value congruence

10. Implications for HRM Practices
Performance Management & Compensation
Use of criteria that signal role behavior
Individual versus team objectives
Accomplishment versus skill criteria
Behavior versus results criteria

11. Implications for HRM Practices
Training & Development
Development specific to role criteria
Technical skills (students)
Team skills (teams)
Project management & entrepreneurial skills (entrepreneur)
All of these as they support mission (organizational)