Job Analysis QuestionnaireName __________________________.docx

Job Analysis Questionnaire
Name:
___________________________________
Job Title:
__________Cashier_________________________
Department:
_______________________________________
Supervisor’s Name:
__________________________________
Supervisor’s Title:
___________________________________
1. SUMMARY OF JOB: In a paragraph, summarize the
responsibilities and accountabilities of the job. Include to
whom the position reports within the organization. This should
provide a “snapshot” of the work this job does and how the job
supports the organization’s goals.
Being a cashier requires that I welcome clients into the store. I
also answer their questions such as the location of different
grocery items. It is also my responsibility to give
recommendations to the clients according to what they need. I
will be helping the customer to pay for their grocery from the
store, and keep the cash for the company until my working shift
is finished, and I will pass all the cash, receipts and sales report
to the accounting department.
2. EQUIPMENT: List any equipment, machines or tools (e.g.

computer, cash register, fork lift) normally used or operated as
part of the job.
The main equipment needed by a cashier are a desktop, phone,
modern scanning equipment, and also a cash register.
3. JOB RESPONSIBILITIES: Create a comprehensive list of job
responsibilities (duties). Categorize the responsibilities into
relevant groupings. List the categories/responsibilities either in
order of importance with the most important first or by the
percentage of time the job focuses on that work.
My main responsibilities as a cashier include welcoming clients,
answering their questions and also directing them and
recommending different items that they need. I also operate the
cash register, scanner and scales among other devices. It is also
my responsibility to accept payment from buyers, ensure all
prices and quantities are accurate and also print and hand a
receipt to the clients. (Levine, A. L. A. G. (2015, May 20))
4. CONTACTS: Does this job require any contact with other
departments or outside agencies? If yes, list each contact,
describe the type of contact and reason(s) for the contacts, and
the duties completed.
This job position requires contacts with the accounting
department. The cashier is required to provide a financial
transaction report to the accounting department of the business.
It also links to the purchases department especially since it
automatically updates the inventory. This is important to keep
track of the stock as clients continue purchasing different items.
5. SUPERVISION: Does this position have supervise staff? If
yes, describe the supervisory duties.
The cashier supervisors have the responsibility to supervise the
retail employees. They conduct meetings in which they guide
other retail employee on the best ways of handling their duties.

They also take disciplinary action whenever it is necessary.
6. DECISION MAKING:
a. List and explain the decisions this job makes while
performing regular duties.
b. For this job, what would be the likely result of poor
judgement while making decisions or taking improper action?
For the employee? For the business?
There are some examples where a cashier can decide on some
things without having to consult their supervisor. One of them
is when a client asks them about particular items and requests
for recommendations on the best. In such an instance, the
cashier can advise the client based on their knowledge of the
products. A cashier may also decide on how to solve an issue of
an angry customer in a case where the supervisor is not around.
The choices made within the store are critical especially in
maintaining clients’ loyalty to the store. If the decisions made
are favorable to the clients, there is a high likelihood for the
clients to be doing their grocery shopping in the same store. The
opposite happens in case the decisions were unfavorable to the
clients. Hence, it is imperative to conclude that the decisions
made would play a key role in maintaining the competitiveness
of the store and hence improve the progress of the business.
7. RESPONSIBILITY FOR RECORDS: List the reports and
files this job is required to prepare or maintain.
The records kept by cashiers are the cash records.
8. FREQUENCY OF SUPERVISION/CONTACT: How

frequently does this job confer with the supervisor or other
employees in making decisions or to determine the best course
of action?
Who?
Frequently
Occasionally
Seldom
Never
Manager
Yes
Accountant
Yes
Colleague
Yes
9. WORKING CONDITIONS: Describe in detail the physical
conditions/environment and requirements under which this job
works, e.g., inside/outside, standing/sitting,
conditions/equipment that could cause injury, etc.,
Cashiers work indoors at most times. However, they could work
outdoors when there is an exhibition for the grocery items sold
in Greens Grocery store. They are also required to be in
uniform. They mostly work in standing condition, so they
should a pair of comfortable shoes that fit in the dress code.

10. JOB REQUIREMENTS: Please indicate the minimum
requirements you believe are necessary to perform your job
satisfactorily.
Education: Minimum schooling High school diploma
Special training Basic mathematical and computer
training
Experience: Type necessary Cashier and Customer service
experience
Number of years One year
Special skills: High level of customer service
skills.
11. SPECIAL QUALIFICATIONS: List any unusual or unique
certifications or licenses required to perform this job.
There are no licenses or certification required for a cashier.
12. ADDITIONAL INFORMATION: Provide any additional
information you think is important to understand the
requirements of this job.
There are various skills that are important for successful cashier
profession. One of them is proper communication skills. A good
cashier needs to be patient in the way they address people in the
store. They should also be willing to listen to clients and also
trying to stand on their side. This is the basis for effective
communication. ( Song, T., & Wang, A. (2016))
A good cashier also needs to be friendly to the clients and also
their colleagues. This would make them easily approachable
especially for the reason that their job requires them to interact
with different people and clients. This is an important aspect
towards ensuring excellent customer service. It would also

encourage client loyalty and consequently promote the
competitiveness of the business.
The cashier also needs to be understanding. This keeps the
clients happy with the service they are offered within the
business. It also enables the cashier to be a good problem
solver. This quality is also linked to being logical. As the
cashier solve different problems that they may face at their
work, they would better know the logic of the problem solving
procedures so as to maintain efficiency. They may also seek
help from other members of the staff whenever it is required.
Another quality of a good cashier is trustworthiness. This is
mainly for the reason that they handle a lot of money that run in
and out of the business. Being trustworthy implies that they
would offer honest services, which is an important aspect of
their jobs. Other qualities that a cashier should possess are
accuracy, quick learning skills and also proper grooming. An
amalgamation of these qualities enables one to offer the best
cashier services.

Reference
Cashier | Walmart. (2020). Retrieved 12 February 2020, from
https://sjobs.brassring.com/TGnewUI/Search/home/HomeWithPr
eLoad?PageType=JobDetails&jobId=1492218&partnerid=25222
&siteid=5011#jobDetails=1492218_5011
Song, T., & Wang, A. (2016). Analysis of Role and Job
Requirement about Middle Managers in China.
Levine, A. L. A. G. (2015, May 20). Your questions about job
interviews answered, part 2. Retrieved from
https://physicstoday.scitation.org/do/10.1063/PT.5.9039/full/#q
7

Personality and Individual Differences 85 (2015) 123–127
Contents lists available at ScienceDirect
Personality and Individual Differences
j o u r n a l h o m e p a g e : w w w . e l s e v i e r . c o m / l o c
a t e / p a i d
Selfie posting behaviors are associated with narcissism among
men
http://dx.doi.org/10.1016/j.paid.2015.05.004
0191-8869/� 2015 Elsevier Ltd. All rights reserved.
⇑ Corresponding author at: University of Wroclaw, Institute of
Psychology, ul.
Dawida, 50-527 Wroclaw, Poland.
E-mail addresses: [email protected] (P. Sorokowski), sorokows-
[email protected] (A. Sorokowska), [email protected] (A.
Oleszkiewicz),
[email protected] (T. Frackowiak), [email protected]
(A. Huk), [email protected] (K. Pisanski).
P. Sorokowski a,⇑ , A. Sorokowska a,b, A. Oleszkiewicz a, T.
Frackowiak a, A. Huk a, K. Pisanski a
a Institute of Psychology, University of Wroclaw, Poland
b Interdisciplinary Center ‘‘Smell & Taste’’, Department of
Otorhinolaryngology, TU Dresden, Germany
a r t i c l e i n f o
Article history:
Received 26 February 2015
Received in revised form 28 April 2015
Accepted 2 May 2015
Available online 15 May 2015

Keywords:
Selfie
Social media
Social online networking
Facebook
Narcissism
Narcissistic Personality Inventory
Sex differences
a b s t r a c t
Although many studies have investigated individual differences
in online social networking, few have
examined the recent and rapidly popularized social phenomenon
of the ‘‘selfie’’ (a selfportrait pho-
tograph of oneself). In two studies with a pooled sample of
1296 men and women, we tested the predic-
tion that individuals who score high on four narcissism sub-
scales (Self-sufficiency, Vanity, Leadership,
and Admiration Demand) will be more likely to post selfies to
social media sites than will individuals
who exhibit low narcissism. We examined three categories of
selfies: own selfies; selfies with a romantic
partner; and group selfies, controlling for non-selfie
photographs. Women posted more selfies of all types
than did men. However, women’s selfie-posting behavior was
generally unrelated to their narcissism
scores. In contrast, men’s overall narcissism scores positively
predicted posting own selfies, selfies with
a partner, and group selfies. Moreover, men’s Vanity,
Leadership, and Admiration Demand scores each
independently predicted the posting of one or more types of
selfies. Our findings provide the first evi-
dence that the link between narcissism and selfie-posting
behavior is comparatively weak among women
than men, and provide novel insight into the social motivations
and functions of online social networking.

� 2015 Elsevier Ltd. All rights reserved.
1. Introduction
Social media, including online social networking sites such as
Facebook and Twitter, have developed at an extreme rate over
the last several years (Chou, Hunt, Beckjord, Moser, & Hesse,
2009; Kaplan & Haenlein, 2010). Common usages of social
media,
and its relative novelty, are related to an emergence of new psy-
chological and social phenomena (Back et al., 2010; Błachnio,
Przepiórka, & Rudnicka, 2013; Houghton & Joinson, 2010;
Nadkarni & Hofmann, 2012; Ross et al., 2009), some of which
have
yet to be thoroughly investigated.
Many researchers have examined individual differences in
social media usage. The results of these studies suggest that
social
media activity is related to characteristics of the Five Factor
Model
(Ross et al., 2009; Ryan & Xenos, 2011) and jealousy (Muise,
Christofides, & Desmarais, 2009). Narcissism has also been
shown
to predict online social activity. Researchers have found that
indi-
viduals characterized by relatively elevated narcissism are
egocen-
tric, have a sense of grandiosity, dominance, and entitlement,
and
perceive themselves as more attractive and better than others,
but –
importantly – are still marked by insecurity (Fox & Rooney,
2015;
Raskin & Terry, 1988). Researchers studying narcissism have
gen-

erally suggested a positive association between this
characteristic
and social media usage (Buffardi & Campbell, 2008; Carpenter,
2012; Lee, Ahn, & Kim, 2014; McKinney, Kelly, & Duran,
2012;
Mehdizadeh, 2010; Ryan & Xenos, 2011). However, closer
exami-
nation of previous studies reveals many negative results,
method-
ological limitations, or only partial confirmation of this thesis
(Deters, Mehl, & Eid, 2014; McKinney et al., 2012; Panek,
Nardis,
& Konrath, 2013; Skues, Williams, & Wise, 2012).
Because narcissists tend to be exhibitionistic, attention seeking,
and highly concerned with their physical appearance (Vazire,
Naumann, Rentfrow, & Gosling, 2008), it seems logical to
predict
that narcissistic individuals may be more likely to post their
pic-
tures on social media than others. Narcissism has been found to
be a significant predictor of the motivation for selecting profile
pic-
tures (Kapidzic, 2013), and narcissistic users are more likely to
upload their attractive photos on social media than are less
narcis-
sistic users (Wang, Jackson, Zhang, & Su, 2012). Ong and
colleagues
(2011) additionally reported that narcissists assessed the attrac-
tiveness of their online pictures as unobjectively high (i.e.,
higher
than ratings obtained from their peers). It remains unclear, how-
ever, whether narcissists post more pictures on social media
than
do others. For example, Ryan and Xenos (2011) did not find any

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124 P. Sorokowski et al. / Personality and Individual
Differences 85 (2015) 123–127
significant relationship between narcissism and the number of
profile pictures or number of tagged pictures posted on
Facebook. Similar findings were reported by Ong and
colleagues
(2011).
Previous inconsistencies in studies examining links between
narcissism and social media usage may be due to the possibility
that narcissism is related to the posting of only a specific
picture
type, i.e., ‘‘selfies’’. Because this word is relatively new and
has
yet to attain a definite, clear definition, we have operationalized
the word selfie for the purpose of this study. Based on online
dic-
tionaries (Selfie, 2015a, 2015b) and other Internet sources we
pro-
pose to define a selfie as: a self-portrait photograph of oneself
(or

of oneself and other people), taken with a camera or a camera
phone held at arm’s length or pointed at a mirror, that is usually
shared through social media. According to this definition (and
con-
sistent with real-life observations), selfies include not only
self-portraits taken alone, but also photographs taken of oneself
with a partner or a group of people.
Selfies in fact have a long history dating back to the early
begin-
nings of photography. The first selfies are thought to have been
taken independently by an American amateur photographer,
Robert Cornelius, and an English inventor, Charles Wheatstone
around the year 1840 (Wade, 2014). However, the most dynamic
development in this phenomenon is its extreme and recent
increase in usage in social media. According to the Oxford
Dictionary, the word selfie was first used in 2002, and already
within a decade, ‘‘selfie’’ was chosen as Oxford Dictionaries
Word
of the Year (Selfie, 2015a). Indeed, the word’s frequency
increased
in usage by 17,000% between the years 2012 and 2013.
Presently,
selfies are taken by millions of people all over the world every
day, including politicians (Presidents Obama and Putin and the
previous Iranian President Ahmadinejad), actors, musicians,
sportsmen, and even astronauts in outer space. Surprisingly,
there
are practically no psychological studies regarding selfies, with
the
exception of one recent study assessing trait predictors of social
networking site usage (Fox & Rooney, 2015). In this study, Fox
&
Rooney found that narcissism and psychopathy predicted the
num-
ber of selfies posted by men.

Although the current study is not meant to be a replication of
this work, as we began conducting the research before Fox and
Rooney‘s paper was published, our findings are an interesting
extension of their results. In the present study, we are the first
to
test whether narcissism predicts selfie posting behavior in both
men and women. In addition to analyzing the results separately
for each sub-scale of narcissism (Self-sufficiency, Vanity,
Leadership, and Admiration Demand), we divided selfie posting
behavior into three meaningful categories: own selfies, selfies
with
a romantic partner, and group selfies, controlling for the total
num-
ber of photos (excluding selfies) posted by each participant on
social media sites. Moreover, conducting our study in Poland
enables us to draw some conclusions regarding the cultural
univer-
sality of relationships between narcissism and taking selfies.
Fig. 1. Differences between narcissism subscales in the
Narcissistic Personality
Inventory (Raskin and Terry, 1988) and the Polish version of
this test (Bazinska and
Drat-Ruszczak, 2000). The comparison is based on Bazińska
and Drut-Ruszczak
(2000).
2. Materials and methods
2.1. Participants
Study 1 included a total of 748 people (355 women and 393
men) aged between 17 and 47 years (M = 21.64; SD = 3.41).
The
participants were recruited from various university campuses
across Poland. Study 2 included a total of 548 Facebook users
(330 women and 218 men) aged between 14 and 47 years

(M = 23.72; SD = 4.39), none of whom took part in Study 1.
These
participants were recruited through personal contacts by the
authors and students of the authors’ University. All participants
provided informed consent prior to their inclusion in the study
and were not compensated for their participation.
2.2. Measures
All participants completed the Narcissistic Personality
Inventory (Raskin & Terry, 1988) Polish adaptation (Bazinska
&
Drat-Ruszczak, 2000). The Polish adaptation of the test
revealed a
different structure of narcissism than did the original version.
The Polish scale consists of four factors (see Fig. 1).
Two scales: Self-sufficiency (Cronbach’s alpha for the Polish
ver-
sion – .70) and Vanity (Cronbach’s alpha for the Polish version
–
.76) were nearly identical to the original scales. However, in the
Polish version, Authority also included a conviction that one
has
influence over others (e.g., high scores were related to the ques-
tion, ‘‘I am talented in influencing others’’). Therefore, the
name
of the Authority subscale was changed to Leadership
(Cronbach’s
alpha for the Polish version – .86). The scale Admiration
Demand
(Cronbach’s alpha for the Polish version – .86) reflects a need
to
be meaningful, noticed, admired, complimented by others and
famous (Bazinska & Drat-Ruszczak, 2000).

We examined three categories of selfies: own selfies; selfies
with a romantic partner; and group selfies (i.e., taken with one
or more individuals, excluding ones romantic partner). We also
examined the total number of photos (excluding selfies) posted
by each participant on social media. In Study 1, we measured
the
self-assessed number of photos posted during the previous
month
on all types of online social networking sites (including Blibp,
Facebook, Instagram, Snapchat, Twitter, Whatsapp, and two
Polish sites, Fotka and Nasza Klasa). In Study 2, we measured
the
actual, total number of photos posted by each participant on
Facebook.
2.3. Procedure
In Study 1, all participants completed a paper-and-pencil ques-
tionnaire containing questions related to their personality and
their selfie-sharing activity during the previous month. We
asked
participants to count and report all types of selfies and non-
selfie
photos presented/uploaded/shared by the participants on all
social
media sites (including Blibp, Facebook, Instagram, Twitter, and
two
Polish sites, Fotka and Nasza Klasa) and those shared with the
use
of text messages or instant messaging applications (e.g.,
WhatsApp
or Snapchat) in the past 30 days. Participants were recruited by
the

P. Sorokowski et al. / Personality and Individual Differences 85
(2015) 123–127 125
experimenters from various university campuses in Poland.
Questionnaires were completed by the participants at home and
handed back to the researchers in a sealed envelope on a
scheduled
day.
In Study 2, undergraduate research assistants from the authors’
University volunteered to take part in the project as recruiters.
These students recruited participants via their Facebook
accounts
to participate in a study regarding personality and Facebook
usage.
The participants were messaged individually with the use of
Facebook chat; the message contained a request to take part in
the study, a short explanation of the study purpose (i.e., ‘the
pur-
pose of this study is to investigate relationships between
personal-
ity and Facebook usage’), and an individually assigned link
enabling the participant to complete the questionnaire. When a
participant completed the questionnaire, his/her responses
appeared in an anonymous database under an individually
assigned code. Research assistants then counted the photos
posted
to each participant’s Facebook page, categorizing them as own
selfies, selfies with a romantic partner, group selfies, and
non-selfies. Approximately 30 percent of all approached partici-
pants took part in Study 2.
3. Results
The number of selfies (own selfies, selfies with a romantic part-
ner, and group selfies) posted by men and women in Studies 1
and
2 and results of paired sample t tests examining sex differences

in
selfie posting are given in Table 1.
We found that women participating in Study 1 declared posting
significantly more own selfies and group selfies than did men.
No
sex differences were found with respect to selfies posted with a
partner. These findings were supported by the results of Study
2,
in which women published significantly more of all types of
selfies
to Facebook than did men (own selfies, selfies with a partner,
and
group selfies).
In order to determine the relationship between narcissism and
posting solely selfie-type pictures via social media, we
performed
two-tailed partial correlations with an alpha level of .05,
control-
ling for the total number of all other pictures uploaded by the
participants.
All values of the first order correlation coefficients for men and
women in Study 1 and Study 2 can be found in Table 2. Both
the
results of Study 1 and Study 2 indicated that, among men, all
sub-
scales except Self-Sufficiency correlated with the posting of
one or
more types of selfies. The majority of these correlations
survived
Table 1
Number of selfies posted by men and women in Studies 1 and 2
and tests of sex
differences in selfie posting.

Women
(N = 355) Mean
(SD)
Men (N = 393)
Mean (SD)
ta df p
Study 1
Own selfies 6.68 (26.64) 3.26 (19.02) 2.03 746 <.05
Selfies with a
romantic
partner
1.21 (4.47) 1.72 (7.29) �1.16 746 .26
Group selfies 6.12 (23.94) 2.64 (7.05) 2.75 746 <.01
Total selfies 14.01 (48.37) 7.62 (26.01) 2.28 746 <.05
Study 2
Own selfies 3.41 (7.52) 2.04 (5.5) 2.33 546 <.05
Selfies with a
partner
1.78 (4.24) 0.86 (2.57) 2.87 546 <.01
Group selfies 2.61 (6.09) 1.57 (3.65) 2.26 546 <.05
Total selfies 7.8 (13.36) 4.47 (9.26) 3.21 546 <.05
a Paired sample t tests (two-tailed, alpha = .05) comparing mean
number of
selfies posted by men and women.
Bonferroni correction for multiple comparisons, wherein

0.05/15
comparisons per sex = 0.003 (as indicated in Table 2). Men’s
overall
total narcissism score positively predicted posting own selfies,
selfies with a partner, and group selfies, wherein posting own
selfies and group selfies survived Bonferroni correction. In the
case
of women, the narcissism subscale Admiration Demand was the
only scale to significantly predict selfie posting behavior (own
selfies in Study 1, and own selfies and selfies with a partner in
Study 2, among which only the posting of selfies with a partner
in Study 2 survived Bonferroni correction).
4. Discussion
The results of our study suggest that the summarized narcis-
sism score obtained with the Narcissistic Personality Inventory
scale (Raskin & Terry, 1988; Polish adaptation: Bazinska &
Drat-Ruszczak, 2000) is significantly and positively correlated
with
posting selfies on social media sites. However, the link between
narcissism and selfie posting is stronger among men than
women.
Women’s overall narcissism scores were associated only with
reported (rather than actual) number of own selfies posted
online.
Among men, the observed relationship was more robust,
especially
in the case of group selfies posted online. Our findings
regarding
men corroborate those reported previously by Fox and Rooney
(2015) and provide the first evidence that the link between
narcis-
sism and selfie-posting behavior is weak among women
compared
to men.

Admiration Demand was the only narcissism subscale that sig-
nificantly predicted selfie-posting among women. We observed
significant relationships between women’s Admiration Demand
scores and their posting of own selfies and selfies with a
romantic
partner, but not group selfies. Similarly, Admiration Demand
pre-
dicted number of selfies posted by men. However, in the case of
men, Admiration Demand most strongly predicted the posting of
group selfies. It should be noted that the correlations reported
were rather weak (all less than r = .22).
Generally, all subscales of narcissism correlated with number of
selfies posted by men. Men’s leadership scores predicted selfies
posted with a romantic partner and group selfies. This result
might
be associated with sex differences in the perceived importance
of
leadership or in power striving (Van Vugt, Hogan, & Kaiser,
2008), or may reflect sex differences in leadership styles (Eagly
&
Johnson, 1990). Similarly, the relationship between leadership
and selfie-posting among men but not women might stem from
the fact that men might be more likely than women to
self-present online in order to obtain or maintain a leadership
posi-
tion. Further studies in this area are recommended.
Scores on the Vanity subscale correlated with the number of
selfies posted by men but not women. We hypothesize that, in
gen-
eral, posting many pictures of oneself might not be as popular
and
socially acceptable among men compared to women and may
reflect the self-fulfilling nature of social stereotypes (Snyder,
Tanke, & Berscheid, 1977). Frequent posting of selfies by

women
could be related to their need for physically attractive
self-presentation or an elevated need to belong in a group (in
the
case of group selfies), which may be relatively less important
for
men (see e.g., Manago, Graham, Greenfield, & Salimkhan,
2008).
From this perspective, men posting many selfies on social media
may have some special, psychological characteristics
distinguish-
ing them from the rest of the male population – and elevated
van-
ity may be one such characteristic. Men with a low or average
level
of vanity might not be motivated to engage in highly
self-presenting online behaviors.
Our findings together with the results of Fox and Rooney
(2015), whose study utilized a large sample of American men,
Table 2
First-order partial correlations between selfies of different
categories and narcissism (controlling for the number of all
other pictures).
Women (N = 355) Men (N = 393)
Own selfies Selfies with a partner Group selfies Own selfies
Selfies with a partner Group selfies
Study 1
Admiration Demand .14** .02 .09 .19*** .11* .22***

Leadership 0.1 <.01 .05 .05 .09 .12*
Vanity 0.1 .04 .04 .16*** .07 .19***
Self-sufficiency .09 .09 .04 .05 .06 .08
Narcissisma .14** .04 .08 .15*** .11* .20***
Study 2
Admiration Demand .12* .18*** .08 .11 .04 .18**
Leadership .02 .06 �.04 .02 .15* .17*
Vanity <.01 .04 �.02 .15** .04 .19**
Self-sufficiency �.05 .01 .02 .11 .10 .03
Narcissisma .03 0.1 .02 .14* .11 .21***
a Narcissism total score.
*** Significant p < .003 (two-tailed, surviving Bonferonni
correction).
** Significant p < .01 (two-tailed).
* Significant p < .05 (two-tailed).
126 P. Sorokowski et al. / Personality and Individual
Differences 85 (2015) 123–127
suggest that the positive association between male narcissism
and
selfie posting behaviors may be present across a diverse range
of
cultures. Although some patterns of social media usage might
depend heavily on cultural factors and may therefore be
culturally
specific, it seems that relationships between certain individual
characteristics of social media users and their online behaviors
might be robust enough to allow drawing general conclusions, at
least across cultures with a widespread availability of online
social

networking or internet access.
Although our study utilized a large sample of men and women
whose ages ranged from 14 to 47, it did not include young
children
or older adults, many of who use online social networking sites
(Livingstone, Ólafsson, & Staksrud, 2011; Pfeil, Arjan, &
Zaphiris,
2009). Younger and older people differ both in their use of
social
networking sites (e.g., MySapce, Pfeil et al., 2009), and in
reported
levels of narcissism (Foster, Keith Campbell, & Twenge, 2003),
sug-
gesting that online selfie posting behaviors may vary among age
groups. This is an important research question for future work.
In
the present study we measured narcissism using an adaptation
of the Narcissistic Personality Inventory, NPI (Raskin & Hall,
1979; Raskin & Terry, 1988). Although the NPI is the most
widely
used measure of narcissism, and has been for the past four
decades,
some researchers have expressed concerns about its conceptual-
ization and the subscales used in this measure (reviewed in
Ackerman et al., 2011).
5. Conclusion
In summary, although researchers have investigated correlates
of narcissism in social media usage (Lee et al., 2014; McKinney
et al., 2012; Mehdizadeh, 2010), in our study we tested whether
narcissism subscales predicted selfie-posting on social media
and
whether this relationship differed between men and women. We
found that relationships between narcissism and selfie-posting
dif-

fered as a function of user sex, type of selfie, and type of
narcissism
subscale. In general, narcissism predicted selfie-posting
behavior
more strongly among men than women.
Despite the fact that most online social networking sites such as
Facebook and Twitter were launched within the past decade,
already tens of millions of people around the world take part in
online social networking. Yet the social, cognitive and
psychologi-
cal implications of such computer-mediated interaction remain
largely unknown. Our findings, which connect the rapidly
increas-
ing social phenomenon of posting selfie photographs to various
online sites with narcissistic tendencies particularly among
men,
support the hypothesis that the motivations and functions of
online social networking may in part reflect strategic
self-presentation. Further studies of this type may provide new
insights into how social networking allows people to manage
and
develop not only their social networks, but also their self-
concept.
Acknowledgements
This work was supported by The European Social Fund
(European Union Operational Programme Human Capital)
scholar-
ship to Anna Oleszkiewicz (POKL.04.01.01-00-054/10-00). The
pro-
ject was also supported by funds from the Polish National
Science
Centre (ETIUDA scholarship #2013/08/T/HS6/00408 to
Agnieszka

Sorokowska) and Polish Ministry of Science and Higher
Education
(scholarship to Agnieszka Sorokowska for years 2013–2016 and
to Piotr Sorokowski for years 2012–2017).
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behaviors are associated with narcissism among men1
Introduction2 Materials and methods2.1 Participants2.2
Measures2.3 Procedure3 Results4 Discussion5
ConclusionAcknowledgementsReferences
TITLE: STUDENT SUPPORT OFFICER
CLASSIFICATION: CLERK 11
SUPERVISOR TITLE: TEAM LEAD, STUDENT SUPPORT

UNIT SUPERVISOR POSITION#: 96537
PROGRAM
StudentAid BC (SABC) assists eligible students with the cost of
their post-secondary education and training
through various financial assistance programs, such as student
loans, grants and scholarships. The Student
Services Branch (SSB) is responsible for the initial assessment
of SABC applications and subsequent
disbursement. In addition to providing direct client service to
BC Students, the SSB collaborates with other
branches, both within the Ministry and across the BC Public
Service (BCPS), and other jurisdictions on the
development of program policy.
JOB OVERVIEW
The Student Support Officer (SSO) completes a variety of
student financial assistance functions related client
service delivery and application assessment.
ACCOUNTABILITIES
Required:
• Responds to escalated enquiries from clients and stakeholders,
often in challenging situations,
regarding applications for funding and the process to change the
outcome
• Authorizes payment of benefits, or issuance of grants and
loans for multiple programs

• Maintains program expertise related to the knowledge of the
federal legislative framework, federal
and provincial program policies and adjudication guidelines
• Completes assessment and reassessments to determine
eligibility for financial aid, follows up with
requests to clients and other interested parties to ascertain
missing documentation, and, when
appropriate, refers clients to alternate programs and community
services
• Enters and searches for client information in database and
record systems
• Supports the Sr. Student Support Officer and Team Lead in the
development and delivery of program
and systems training and mentoring for new officers and the tier
1 service provider
• Collaborates with colleagues to share information and new
process changes
• Provides website and online application technical support to
students and stake holders
• Prepares journal vouchers and invoices for payment; conducts
payment reconciliation for multiple
programs
• Performs user acceptance testing (UAT) and participates in
software debugging exercises and provides
confirmation when IMIT enhancements are functioning
according to business requirements
• Researches and escalates files, with recommendations, to sr.
team members and team leaders on
contentious matters that fall outside established criteria

JOB REQUIREMENTS
• Grade 12 graduation or equivalent.
• Demonstrated intermediate experience with word processing,
including data entry, and database
applications.
• A minimum of one year experience providing client service in
a high volume, fast-paced adversarial
environment.
• Experience working in a contact or call centre where the
majority of services were conducted over the
phone. Preference may be given to those with a minimum of one
year experience.
• Experience interpreting and applying the federal legislative
framework.
• Experience interpreting and applying legislation, regulations
and/or policies for multiple jurisdictions.
• Successful completion of security screening requirements of
the BC Public Service, which may include a
criminal records check, and/or Criminal Records Review Act
(CRRA) check, and/or enhanced security
screening checks as required by the ministry (Note: It is
important that you read the job posting
carefully to understand the specific security screening
requirements pertaining to the position).
Knowledge, Skills and Abilities

• Demonstrated superior writing and analytical skills.
BEHAVIOURAL COMPETENCIES
• Concern for Order reflects an underlying drive to reduce
uncertainty in the surrounding environment.
It is expressed as monitoring and checking work or information,
insisting on clarity of roles and
functions, etc.
• Decisive Insight combines the ability to draw on one's own
experience, knowledge and training and
effectively problem-solve increasingly difficult and complex
situations. It involves breaking down
problems, tracing implications and recognizing patterns and
connections that are not obviously
related. It translates into identifying underlying issues and
making the best decisions at the most
appropriate time. At higher levels, the parameters upon which to
base the decision become
increasingly complex and ambiguous and call upon novel ways
to think through issues.
• Information Seeking is driven by a desire to know more about
things, people or issues. It implies going
beyond the questions that are routine or required in the job. It
may include "digging" or pressing for
exact information; resolution of discrepancies by asking a series
of questions; or less-focused
environmental "scanning" for potential opportunities or
miscellaneous information that may be of
future use.
• Listening, Understanding and Responding is the desire and
ability to understand and respond
effectively to other people from diverse backgrounds. It

includes the ability to understand accurately
and respond effectively to both spoken and unspoken or partly
expressed thoughts, feelings and
concerns of others.
• Service Orientation implies a desire to identify and serve
customers/clients, who may include the
public, co-workers, other branches/divisions, other
ministries/agencies, other government
organizations, and non-government organizations. It means
focusing one’s efforts on discovering and
meeting the needs of the customer/client.
• Teamwork and Co-operation is the ability to work co-
operatively within diverse teams, work groups
and across the organization to achieve group and organizational
goals. It includes the desire and ability
to understand and respond effectively to other people from
diverse backgrounds with diverse views.
Checklist for Assignment 2 – Job Description, KSA’s, Org
Chart
· Read instructions for assignment
· Watched video instructions for assignment
· Used information and feedback from Assignment 1 (job
summary, job responsibilities/duties, working conditions, job
requirements sections) to assist with creating your job
description and KSA’s
· All sections of a job description are included and details are
thoroughly completed (job title, company overview, job
summary (purpose and duties), detailed list of duties,
qualifications, working conditions, place for signature and date
of employee and supervisor)

· Included a detailed list of KSA’s which is clearly organized
under the appropriate section (Knowledge, Skills or Abilities)
and each KSA is clearly and specifically defined
· An organizational chart has been created in Word using
SmartArt in Word – the Hierachy template is used for
Organizational charts. The position is listed on the chart and the
reporting structure for the organization is outlined and clear
with positions listed (not names of incumbents)
· Researched a minimum of three sources of information to
gather so I can fill-in and add to the job description template
· I have provided thorough and clear information in my own
words.
· Information is grammatically correct, no spelling errors and
the reader can understand the organization, the position and
what it does
· APA style references listed for all sources
· Language used in assignment is language used in job
descriptions/business writing (see sample job descriptions on
D2L)
· Professionally presented
· Checked work against marking rubric
· Submitted to D2L on time (late assignments are not accepted)
Career Group:
Finance
Job Family:
Accounting
Job Stream: Role:

Technical
Revised Date:
November 2011
JOB PROFILE
JOB STORE # 335
TITLE: FINANCIAL ANALYST CLASSIFICATION:
POSITION #: 47525
SUPERVISOR’S TITLE: MANAGER, BANKING & CLIENT
SERVICES
MINISTRY: FINANCE
DIVISION: PROVINCIAL TREASURY
BRANCH: BANKING & CASH MANAGEMENT
PROGRAM
The Banking & Cash Management Branch (BCM) enables
government to collect and disburse funds through
financial transactions.
Under the authority of the Financial Administration Act (FAA)
and government core policy and procedures,
BCM is responsible for the banking infrastructure and services
that enable government to complete financial
transactions with citizens, customers, vendors and employees

and ensures the effective management of
government funds related to these transactions.
BCM accomplishes its mandate by:
• procuring and implementing banking services;
• managing banking relationships, financial transactions and
banking infrastructure (e.g. bank accounts);
• developing new revenue collection and payment solutions, and
onboarding ministry client stakeholders;
• providing expert financial and banking advice to assist
ministry stakeholders in the development of
their respective revenue collection and payment processes;
• operating several interdependent and interrelated systems that
deliver core financial operations
relating to payments and revenue collection as part of the
government’s corporate financial system;
• maintaining the security and compliance standards for
financial transactions; and
• effectively managing the cash and investments of the
Consolidated Revenue Fund, and forecasting the
daily balance of cash created and required by receipts and
disbursements.
JOB OVERVIEW
The position is one of three Financial Analyst positions
responsible for the management and daily
operation of corporate banking and payment services (Internet
payment, Point of Sale machine, Online
banking, Pre-authorized Debit, Electronic Fund Transfer,
Cheques) in use by all government business

programs. This includes ensuring all the payment services are
available and uninterrupted, banking
transactions are processed by business critical systems
accurately and revenues are recorded into CAS. All
Career Group:
Finance
Job Family:
Accounting
Job Stream: Role:
Technical
Revised Date:
November 2011
financial analysts are responsible to ensure the CRF accounts in
all Financial Institutions are balance.
One of the primary functions of this position is to manage the
Central Deposit Program which currently has
$1.2B in deposit from the SUCH sector. The incumbent works
in highly challenging environment
coordinating amongst the Financial Institutions, Ministries and

SUCH sector’s CFOs and financial staff.
ACCOUNTABILITIES
• Accountable for the uninterrupted operations, accuracy and
integrity of the business rules of banking
and payment solutions.
• Accountable for daily active and timely management of
revenue recording and payment processing
services in support of all ministries. This includes management
of critical business applications Treasury
Deposit Information System (TDI) and Journal Voucher System
(JVS).
• Accountable for daily active and timely management of SUCH
sector and Crown Corporations’
certificate of accounts and central deposit programs. This
includes management of critical business
applications Certificate of Approval (COA) and Central Deposit
Program (CDP).
• Accountable for daily monitoring and overseeing the
availability, accuracy and integrity of business
critical payment channels used by the citizens and businesses of
BC in support of the revenue programs
across government. The payment channels are Internet Online,
Point Of Sale, Online Banking, payment
at Financial Institutions (FIs), Pre Authorized Debit (PAD) and
Electronic Funds Transfer (EFT).
• Accountable for daily management and resolution of financial
issues resulting from dishonoured

cheques (Returned Items Chargeback Systems), credit card
chargeback, returns and refunds. This
includes supporting the ministries in resolution of the
discrepancies of their revenue CAS GL accounts
and the seven FIs’ CRF GL accounts owned by Treasury.
JOB REQUIREMENTS
• Secondary School graduation and enrolment in a recognized
financial management program, or an
equivalent combination of education, training and experience.
• Experience with working with financial accounting systems,
procedures and internal controls.
• Knowledge of accounting principles, procedures and financial
policies.
• Knowledge of computer systems.
• Successful completion of security screening requirements of
the BC Public Service, which may include a
criminal records check, and/or Criminal Records Review Act
(CRRA) check, and/or enhanced security
screening checks as required by the ministry
BEHAVIOURAL COMPETENCIES
Career Group:

Finance
Job Family:
Accounting
Job Stream: Role:
Technical
Revised Date:
November 2011
• Business Acumen is the ability to understand the business
implications of decisions and the ability to
strive to improve organizational performance. It requires an
awareness of business issues, processes
and outcomes as they impact the client's and the organization's
business needs.
• Holding People Accountable involves setting high standards of
performance and holding team
members, other government jurisdictions, outside contractors,
industry agencies, etc., accountable for
results and actions.
• Problem Solving/Judgement is the ability to analyze problems
systematically, organize information,
identify key factors, identify underlying causes and generate
solutions.
• Teamwork and Co-operation is the ability to work co-
operatively within diverse teams, work groups
and across the organization to achieve group and organizational

goals. It includes the desire and ability
to understand and respond effectively to other people from
diverse backgrounds with diverse views.
• Service Orientation implies a desire to identify and serve
customers/clients, who may include the
public, co-workers, other branches/divisions, other
ministries/agencies, other government
organizations, and non-government organizations. It means
focusing one’s efforts on discovering and
meeting the needs of the customer/client.
• Customer/Client Development involves the genuine intent to
foster the learning or development of a
diverse clientele. "Customers/clients" include the public,
internal clients, colleagues, partners, co-
workers, peers, branches, ministries/agencies and other
government organizations.
JOB PROFILE
GoBC, Pharmacist Page 1 of 6
POSITION DESCRIPTION
Ministry of Health
POSITION TITLE:
Pharmacist
POSITION
NUMBER(S): 83042, 95491,
96614, 89932,

89933, 91233,
91462, 74525,
26792, 101339,
104007
DIVISION:
(e.g., Division, Region, Department) Medical Beneficiary and
Pharmaceutical
Services
UNIT:
(e.g., Branch, Area, District) Drug Intelligence and
Optimization
LOCATION:
SUPERVISOR’S TITLE: Director, Decision Support and
Evaluation
Guidance
POSITION
NUMBER 96585
SUPERVISOR’S CLASSIFICATION: Business Leadership
PHONE NUMBER:
604-657-5680
FOR AGENCY USE ONLY NOC CODE:
APPROVED CLASSIFICATION:
CLASS CODE:

ENTERED BY: PHONE NUMBER:
PROGRAM
Prescription drugs constitute the fastest growing and second
largest category of health care expenditures in Canada.
Provincial ministries are faced with the challenge of optimizing
the benefits of prescription drugs, while managing the risks
and complexities associated with this rapidly evolving sector.
The Medical Beneficiary and Pharmaceutical Services Division
(MBPSD) leads, innovates and manages the Province's
drug and medical beneficiary programs to improve health
outcomes. It is responsible for the overall coordination,
decision
making, and performance of the BC Medical Services Plan (with
respect to beneficiaries) and the BC PharmaCare
program (the program is comprised of ten specialty benefit
plans, the largest being the income-based Fair PharmaCare
plan), which are regulated under the Medicare Protection Act,
the Hospital Insurance Act and the Pharmaceutical
Services Act.
Medical Beneficiary and Pharmaceutical Services comprises
four branches:
(1) Drug Intelligence and Optimization, determines which and
how drugs are funded and adjudicating patient-specific
drug funding requests through Special Authority. It is also
responsible for number of special programs.
(2) Business Management, Supplier Relations and Systems,
ensuring the best process and contractual relations
possible for the services and products available;
(3) PharmaCare Policy and Information, responsible for guiding

the development, evaluation and research of
pharmaceutical policies that support equitable and sustainable
patient access to effective drug therapy.
(4) Medical Beneficiary, responsible for developing policy and
operational components of the Medical Services Plan for
beneficiaries as well as overall direction of the Medical
Services Plan, including enrolment, eligibility and out of
province/country services.
Drug Intelligence and Optimization provides strategic
leadership and operations in Drug Program management of the
Ministry of Health’s PharmaCare program, including
determining which drugs and how drugs are funded and
adjudicating
patient-specific drug funding requests through Special
Authority. Through an evidence-informed process, the branch
considers drug efficacy, safety, cost-effectiveness, clinical
input, patient input, and the sustainability of the PharmaCare
program. The branch is also responsible for leading the
provincial management of drug shortages, Health Authorities on
various drug management issues, and several specialty drug
areas, such as the Provincial Retinal Diseases Treatment
program, and Expensive Drugs for Rare Diseases (EDRD)
process. The branch also promotes optimal use of
medications to achieve improved health outcomes through
initiatives such as the Provincial Academic Detailing (PAD)
service, and involvement in the development of provincial
clinical practice guideline (BCGuidelines.ca), and advises on
innovative practice support models in primary health care.
PURPOSE OF POSITION
The pharmacist provides professional consultation, policy

advice and evaluation support for the Decision Support and
Evaluation Guidance (DSEG) unit of the Drug Intelligence and
Optimization branch. The pharmacist also collaborates with
colleagues in Formulary Management, Special Authority, and
Therapeutic Review & Optimal Use, as well as other
branches within and beyond Medical Beneficiary &
Pharmaceutical Services Division.
The DSEG unit provides leadership and advanced
clinical/evaluation expertise for provincial PharmaCare
specialty drug
programs (EDRD, retinal diseases, and smoking cessation) to
support patient care and service delivery. The DSEG unit
also leads national initiatives (drug shortages, EDRD,
Pharmaceuticals Working Group for Jan 2016 Health Ministers’
Health Accord).
NATURE OF WORK AND POSITION LINKS
Prescription drugs are the fastest growing component of the
health care budget. Submitting drugs through a rigorous,
scientific, evidence-based review ensures that British
Columbians continue to have access to drugs that are supported
by
strong empirical evidence and provide good value for the best
health outcomes. The Drug Intelligence and Optimization
branch contributes to the quality and sustainability of British
Columbia’s drug plan. The work conducted by this position
has the potential to impact virtually every British Columbian at
some point during his/her life.
The DSEG unit comprises of subject-matter experts in advanced
pharmacotherapy, and applies this knowledge to
implement policy and change initiatives aligned with strategic
priorities, design specialty drug programs, and develop
clinically relevant policies for clinical practice. The DSEG unit

conducts comprehensive clinical and policy reviews to
ensure decisions are supported by strong empirical evidence.
The DSEG unit furthers the division’s commitment to
conduct comprehensive, evidence-based, timely, transparent and
clinically relevant reviews.
The branch operates in a matrix environment whereby the
Director may assign work to a range of staff in the unit. This
matrix environment facilitates the assignment of resources to
projects or strategies as needed, and promotes the
coordination of activities on a branch-wide basis.
Position Links:
• Drug Intelligence and Optimization Branch – establishes
strong linkages with the Formulary Management Unit,
Special Authorities Unit, and Therapeutic Review and Optimal
Use Unit.
• Independent arms length drug review groups (Drug Benefit
Council and other drug review teams) – advises on
parameters of the research questions asked in specific drug
reviews (e.g., works with evidence review groups and
clinician experts on evidence reports). Collects additional
(jurisdictional specific) information for the drug review
process (i.e., to get a specialist expert opinion).
• Minister, Deputy Minister, Associate Deputy Minister, ADM,
Executive Director, Senior Executive – provides
information, recommendations, and advice on change initiatives
relating to strategic priorities, policies, and/or
specialty drug programs
• Other Branches in the Medical Beneficiary and Pharmaceutical
Services Division – provides professional
pharmaceutical advice and information as required.

• Health Authorities and related groups/agencies (BC Health
Authority Pharmacy and Therapeutics Committee,
Drug Review Subcommittee, BC Cancer Agency, Renal Agency
of BC, BC Transplant), Doctors of BC, College
of Pharmacists of BC, the BC Pharmacy Association,
pharmaceutical manufacturers, advocacy groups,
stakeholders in other ministries, other government agencies –
collaborates on initiatives.
• Academics/Researchers – reviews/validates research
conclusions drawn from pharmaceutical research papers or
pharmaceutical utilization data, and partners on program
evaluation and research initiatives.
• Government Communications and Public Engagement (GCPE)
and Minister’s Office – responds to requests for
information and provides advice on government position.
• F/P/T Committees and P/T Committees, including the
Canadian Agency for Drugs and Technologies in Health
(CADTH), pan-Canadian Pharmaceutical Alliance (pCPA) and
the EDRD Working Group, and the P/T Drug
Shortage Task Team – gathers information on work completed
by CADTH through its various programs such as
Common Drug Review (CDR). Develops contacts to obtain,
discuss and/or exchange information on pharmaceutical
issues and policies. Supports Director in leading/co-leading
selected initiatives and represents BC’s position in the
development of policies and programs on pharmaceutical issues.
Acts on behalf of the Director as required.
• Contractors – supports Director in initiating and completing
procurement processes, supervise the completion of
deliverables, sign invoices.

NATURE OF WORK AND POSITION LINKS continued
The Drug Intelligence and Optimization Branch determines the
array of drugs (formulary) eligible for reimbursement
through the provincial PharmaCare Program and administers the
Special Authority Program that approves access to drug
therapy based on pre-established criteria within the limited
coverage and reference based drug formularies. The branch
also serves as the primary source of information regarding
pharmaceutical products and services in the Ministry of Health.
The Formulary Management unit is responsible for conducting
evaluative research and producing policy options to
support the development, management and implementation of
PharmaCare policies. The Formulary Management drug
review process determines the therapeutic/clinical advantage
and cost effectiveness of the drug compared to existing
benefits in the same drug category, and the economic impact on
PharmaCare of adding the drug to the formulary. The
review is rigorous and the decisions are supported by strong
empirical evidence. The incumbent participates in the drug
submission review process for both brand-name and generic
products and represents the division on a variety of internal
and external committees.
The Special Authority unit responds to over 180,000 requests
each year for limited and exceptional last resort coverage of
drug products. Exceptional requests present the unique
circumstances of the patient (primary diagnosis; secondary
diagnoses; conflicting medications; etc.) that must be
considered. Technicians address the bulk of requests but there
are

some that require adjudication by a licensed pharmacist. In
addition, evolving criteria guiding the technicians must also
be developed. The pharmacist provides input into the
development of clinical criteria in the drug formulary review
process
and participates in Special Authority quality assurance projects.
This work is critical to the PharmaCare Program in
keeping drug costs manageable while ensuring that patients
receive the appropriate medication.
The Therapeutic Review and Optimal Use Unit is responsible
for therapeutic reviews and optimal use projects including
the Provincial Academic Detailing Service.
The DSEG unit provides leadership and advanced
clinical/evaluation expertise for PharmaCare specialty drug
programs:
• Lead the drug review process including price negotiations,
stakeholder management, and implementation activities
for the provincial Expensive Drugs for Rare Diseases (EDRD)
process.
• Lead the BC Provincial Retinal Diseases Treatment Program.
• Lead the BC Smoking Cessation Program.
• Co-lead the development of MBPSD’s program evaluation
framework.
The DSEG unit leads and actively participates in national
pharmaceutical initiatives:
• Lead the national Drug Shortages Task Team to manage drug
shortages within BC and Canada.
• Co-lead the national EDRD Working Group.
• Co-lead the national Pharmaceuticals Working Group to
complete commitments from the Jan 2016 Health

Ministers’ Health Accord.
The DSEG unit leads and actively participates in the design and
delivery of the health system:
• Lead initiatives to improve drug formulary alignment and drug
review collaboration with the health authorities
to support patient care.
The incumbent requires a high level of understanding of
pharmaceutical treatment and medical practice to understand
and work with highly trained general practitioners, specialists,
other healthcare professionals, patients and Ministry
personnel. The incumbent also requires a high degree of
understanding of the scientific evidence underlying
pharmaceutical practice. The expertise from a degree in
pharmacy and the legal and professional accountability to the
public via licensure with the College of Pharmacists of BC is
vital to the integrity, legitimacy, and safety of the role.
The Pharmacist is required to maintain a thorough working
knowledge of the current and emerging trends and
developments in the drug industry.
SPECIFIC ACCOUNTABILITIES / DELIVERABLES
1. Participates in the evidence based review process of new
drugs and drug classes and existing drugs on the
program’s benefit list to ensure that medications and policies

provide good value for money based on an analysis of
clinical and cost effectiveness.
2. Conducts and/or contributes to therapeutic, cost-effectiveness
and budget impact analysis; reviews and analyzes the
availability of other treatment options, accepted medical
practices in the province, comparisons to other provincial
jurisdictions, and alignment with established policy objectives.
3. Consults with medical/pharmacy experts and medical
literature, researches and analyses clinical practices and
innovations in other jurisdictions (national and international),
writes reports, and makes recommendations on the
feasibility of proposed guidelines as decision support tools.
4. Consults with affected stakeholders and government agencies
to identify coverage recommendations.
5. Provides clinical evaluation and exercises professional
judgment in adjudication of Special Authority (SA) requests
from practitioners (a SA grants full benefit status to a
medication that would otherwise be a partial benefit or a limited
coverage drug).
6. Resolves complex SA requests and/or issues escalated by SA
Technicians.
7. Conducts audits of patients and pharmacies to determine
compliance as required.
8. Develops and recommends improved practices, processes and
standards for Formulary Management drug reviews
and SA reviews.
9. Defines and implements policy for the special disease drug
plans and identifies and manages issues arising from
drug policies (e.g. demands for medication to be added to the

formulary) and prepares policy approval documents in
the form of Cabinet and Treasury Board Submissions.
10. Participates in maintaining existing drug and related benefit
coverage policies (including the Low Cost Alternative, the
Reference Drug, and Limited Coverage programs) and in the
development and implementation of new policies arising
from the review of cost containment and other initiatives.
11. Represents BC on committees dealing with drug plan policy
issues and ensures that Pharmaceutical Services
Division viewpoints and priorities are adequately addressed.
Represents PSD on internal and external PSD
committees and participates as a staff member on the Drug
Benefit Committee (DBC).
12. Prepares written materials as required, including ministerial
correspondence, policy and position papers, briefing
notes, discussion papers, and presentations.
13. Participates in branch or divisional drug research initiatives
as required.
14. Leads or participates in staff development and education
programs to foster greater staff knowledge and clinical
perspective in branch and divisional initiatives.
FINANCIAL RESPONSIBILITY
Provides cost/benefit data requiring application of program
knowledge to determine the financial impacts of PharmaCare
drug benefit initiatives.
Provides cost/benefit data to determine the financial impacts of
different risk sharing agreements.
Approves coverage of drug therapies with cost impacts of $35 –
$50,000 per year (SA only).

DIRECT SUPERVISION (i.e., responsibility for signing the
employee appraisal form)
Role # of Regular FTE’s # of Auxiliary FTE’s
Directly supervises staff 0 0
Supervises staff through subordinate supervisors 0 0
PROJECT /TEAM LEADERSHIP OR TRAINING (Check the
appropriate boxes)
Role # of FTE’s Role # of FTE’s
Supervises students or volunteers Provides formal training
to other staff
Lead project teams varies Assigns, monitors and examines the
work of staff varies
SPECIAL REQUIREMENTS
Licensed to practice pharmacy in the Province of BC (active
licensure registered with BC College of Pharmacists)
TOOLS / EQUIPMENT
Desktop tools (Word, Excel, PowerPoint, Outlook Calendar and
standardized templates for correspondence, personal
records management).
Use of mobile phone or similar device as required.
Time and Leave
Procurement and contracting tools
CAS and iExpenses
MyPerformance
WORKING CONDITIONS

The incumbent must be aware of the political sensitivities of the
work that the unit does. Many initiatives will affect other
areas of the Ministry and will thus require extensive
consultation throughout the process. Travel between Victoria
and
Vancouver may occasionally be needed to fulfil work duties.
WORK EXAMPLES
See above sections.
COMMENTS
PREPARED BY
NAME:
Elaine Chong
DATE:
September 2016
EXCLUDED MANAGER AUTHORIZATION
I confirm that:
1. the accountabilities / deliverables were assigned to this
position effective:.
2. the information in this position description reflects the actual
work performed.
3. a copy has / will be provided to the incumbent(s).
NAME:

SIGNATURE: DATE:
ORGANIZATION CHART
See attached.
SELECTION CRITERIA
Education/Experience:
Graduation from recognized Faculty of Pharmaceutical Sciences
with a minimum Bachelor of Science in Pharmacy.
Current registration and license in good standing as a Licensed
Pharmacist with the College of Pharmacists of BC.
Considerable (2-5 years) experience as a licensed practicing
pharmacist in BC retail or hospital pharmacy practice.
Experience in medical literature research, analysis and
interpretation.
Knowledge:
Familiarity with policies and procedures of the BC PharmaCare
Program.
Sound knowledge of legislation governing drugs.
Knowledge of federal / provincial / territorial initiatives in
pharmaceutical policy development.
Knowledge of Canadian pharmaceutical industry and public
drug insurance plans.
Knowledge of health (pharmaceutical) research databases.
Abilities/skills:
Excellent consultation, negotiation, communication and project
management skills.

Strong oral and written communication skills.
Ability to develop partnerships with diverse stakeholders.
Analytical ability to identify trends/issues and recommend
policy alternatives.
Demonstrated leadership and influence management facilitation
and mediation skills.
Advanced computer, writing and editing skills
COMPETENCIES
Service Orientation
Teamwork and Co-operation
Results Orientation
Expertise
Analytic Thinking
Relationship Building
Impact Influence
Judgement
LOCATION:CLASS CODE:
1. Use the Job analysis questionnaire to write a job description
including job title, company overview (Walmart), job summary
(purpose and duties), detailed list of duties, qualifications and
KSA summary, working conditions, place for signature and date
of employee and supervisor.
2. a detailed list of the KSAs of the job (knowledge, skills and
abilities).
3. an organizational chart showing your chosen position within
the organization. (I choose Walmart to be the organization, the
position is cashiers)
See the job description examples, a checklist and the marking
rubric below for more information. Note: ensure you cite your
sources and include your references.
Job Description Examples:
Financial Analyst.pdf

Pharmacist, GoBC.pdf
Student Support Officer.pdf

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