Chapter 7 Job Description Performance appraisal Job evaluation

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Chapter 7 Job Description Performance appraisal Job evaluation Job Design 1

Chapter 7 Job Description Performance appraisal Job evaluation Job Design 1

Job Description (not position description) Identifiers Summary Title and other classifying information Mission/ objectives

Job Description (not position description) Identifiers Summary Title and other classifying information Mission/ objectives Duties & tasks (<100 tasks; 5 -10 duties) What -action verb) How – tools, equipment etc. Why – purpose “to…” Other information KSAOs, accountabilities, reports etc. 2

Issues in Job Description Descriptive v. Prescriptive Present v. Future Is performed v. ought

Issues in Job Description Descriptive v. Prescriptive Present v. Future Is performed v. ought to be How it’s performed now cf anticipated changes Key considerations Method to fit purpose of JA How it’s to be applied determines infor collected Know the purpose of the job 3

Performance Appraisal Purposes Support performance management Administrative Developmental Use for criterion development (selection) 4

Performance Appraisal Purposes Support performance management Administrative Developmental Use for criterion development (selection) 4

Rating Formats Graphic Rating Scales Behaviorally Anchored Rating Scales (BARS) Behavioral Observation Scales Forced-choice

Rating Formats Graphic Rating Scales Behaviorally Anchored Rating Scales (BARS) Behavioral Observation Scales Forced-choice Scales Difficult to fake Reliable Precursor to forced distribution for ranking Administrative: merit awards 5

Rating Scales (comparison) All are difficult to develop Users like BOS, Users hate forced-choice

Rating Scales (comparison) All are difficult to develop Users like BOS, Users hate forced-choice Most not useful for coaching/development Especially “global” ratings 6

Behavioral Job Description Can substitute for management Objectives / outcomes from behavior terms Prescribed

Behavioral Job Description Can substitute for management Objectives / outcomes from behavior terms Prescribed behaviors / outcomes for successful performance Create one for your job Establish evaluation standards Benchmarks 7

Job Evaluation Equity theory (Adams) concerns with: Internal: Same jobs, same company (internal) Different

Job Evaluation Equity theory (Adams) concerns with: Internal: Same jobs, same company (internal) Different jobs, same company (internal) External: Same job different company (external) Market value issue –what are some factors that will affect this? 8

Evaluation Whole job v. Compensable Factors Ranking method (simplest) SKA/effort/responsibility/work conditions (Equal Pay Act,

Evaluation Whole job v. Compensable Factors Ranking method (simplest) SKA/effort/responsibility/work conditions (Equal Pay Act, 1963) Compensable factors Factor comparison method panel ranks jobs & assigns $ value to each factor (table 7. 6) Jobs v. Attributes Point Factor methods (table 7. 7) (Hay Group) U. S. Civil Service Commission (table 7. 8)

Evaluation Methods Multiple Regression PAQ Cross validation avg about. 85) O*Net Beta weights used

Evaluation Methods Multiple Regression PAQ Cross validation avg about. 85) O*Net Beta weights used Standardized set of abilities and work activities Good reliability for Job Evaluation 10

Job Design / Redesign Production System Needs Social –Organizational Needs Individual worker Needs Physical

Job Design / Redesign Production System Needs Social –Organizational Needs Individual worker Needs Physical JCM dimensions Internal Social relations factors Career paths 11

Design Decisions Accomplished by People For Problem solving, Humans are better than robots (so

Design Decisions Accomplished by People For Problem solving, Humans are better than robots (so far) Keeps them tuned up if they have to use skills Airline pilots Truck divers (in the future) Task Allocation How many people do you need? Redundancy needed? Cross training? Job Relations (proximal – distal distance) 12

Key Considerations Kinds of information Duties and how they fit the mission Redesign Process

Key Considerations Kinds of information Duties and how they fit the mission Redesign Process (4 steps) 1. Define task clusters (smallest collection) 2. Rate clusters (table 7. 9) 3. Combine clusters 4. Evaluate results For motivational potential and satisfaction 13