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Chapter 7 Job Description Performance appraisal Job evaluation Job Design 1.

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Presentation on theme: "Chapter 7 Job Description Performance appraisal Job evaluation Job Design 1."— Presentation transcript:

1 Chapter 7 Job Description Performance appraisal Job evaluation Job Design 1

2 Job Description (not position description) Identifiers – Title and other classifying information Summary – 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

3 Issues in Job Description Descriptive v. Prescriptive – Is performed v. ought to be Present v. Future – 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

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

5 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

6 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

7 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

8 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

9 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) (Hay Group) – U.S. Civil Service Commission (table 7.8)

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

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

12 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

13 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


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