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