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Chapter 7 Job Description Performance appraisal Job evaluation

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1 Chapter 7 Job Description Performance appraisal Job evaluation
Job Design

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.

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

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

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

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

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

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?

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) U.S. Civil Service Commission (table 7.8)

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

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

12 Design Decisions Accomplished by People Task Allocation
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)

13 Key Considerations Kinds of information Redesign Process (4 steps)
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

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