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Chapter 7. Job Description Performance appraisal Job evaluation Job Design. Job Description (not position description). Identifiers Title and other classifying information Summary Mission/ objectives Duties & tasks (<100 tasks; 5-10 duties) What -action verb)

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chapter 7
Chapter 7
  • Job Description
  • Performance appraisal
  • Job evaluation
  • Job Design
job description not position description
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.
issues in job description
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
performance appraisal purposes
Performance AppraisalPurposes
  • Support performance management
    • Administrative
    • Developmental
  • Use for criterion development (selection)
rating formats
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
rating scales comparison
Rating Scales(comparison)
  • All are difficult to develop
  • Users like BOS,
  • Users hate forced-choice
  • Most not useful for coaching/development
    • Especially “global” ratings
behavioral job description
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
job evaluation
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?
evaluation
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
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
job design redesign
Job Design / Redesign
  • Production System Needs
  • Social –Organizational Needs
  • Individual worker Needs
    • Physical
    • JCM dimensions
    • Internal Social relations factors
    • Career paths
design decisions
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)
key considerations
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
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