understanding job performance
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Understanding Job Performance. Job Analysis. What is “Job Performance”?. Job Analysis. Systematic process of collecting info. about purpose & tasks/outcomes Used to develop: job descriptions performance attributes/competencies/KSAOs performance measures. I:Understanding Performance. - PowerPoint PPT PresentationTRANSCRIPT
Understanding Job Understanding Job PerformancePerformance
Job AnalysisJob Analysis
What is “Job Performance”?What is “Job Performance”?
Job AnalysisJob Analysis• Systematic Systematic processprocess of collecting info. of collecting info.
about purpose & tasks/outcomesabout purpose & tasks/outcomes• Used to develop:Used to develop:
• job descriptionsjob descriptions• performance performance
attributes/competencies/KSAOsattributes/competencies/KSAOs• performance measuresperformance measures
I:Understanding PerformanceI:Understanding Performance
• What are the purposes of this What are the purposes of this organization?organization?
• What are the purposes of this What are the purposes of this unitunit? ? • What are the purposes of this What are the purposes of this jobjob? ? • How How certaincertain am I that the job will remain am I that the job will remain
the same over a typical job tenure?the same over a typical job tenure?
Certainty ContinuumCertainty Continuum
Predictable, stable, standardized, Predictable, stable, standardized, stable, routinizedstable, routinized
Unpredictable, changing, flexible, Unpredictable, changing, flexible, personalized, team/ project-basedpersonalized, team/ project-based
CertaintyCertainty
UncertaintyUncertainty
II: Identifying Important Job II: Identifying Important Job Tasks or OutcomesTasks or Outcomes
Certainty-based: task-based job analysisCertainty-based: task-based job analysis– What are the most important What are the most important taskstasks??
Uncertainty-based: uncertainty-based job Uncertainty-based: uncertainty-based job analysisanalysis– What are the most critical What are the most critical outcomesoutcomes??
If possible, organize related tasks into If possible, organize related tasks into smaller set of categories smaller set of categories
III/IV. Listing & Rating TasksIII/IV. Listing & Rating Tasks
Listing & Rating TasksListing & Rating Tasks
Position Analysis Worksheet
Position:Incumbent:Interviewer: Date:
RatingsDescription Frequency Criticality Difficulty
1. Task1a1b1c1d1e1f
2. Task2a2b2c2d2e2f
III/IV: Rating Job TasksIII/IV: Rating Job Tasks
Rate importance of tasksRate importance of tasks– How How frequentlyfrequently is the task done? is the task done?– How How difficultdifficult is the task to learn or do? is the task to learn or do?– How How criticalcritical are the consequences of doing are the consequences of doing
the task wrong?the task wrong?
Select only critical tasks for final list Select only critical tasks for final list
V: Identify Performance AttributesV: Identify Performance Attributes
For each For each importantimportant job duty: job duty:– KnowledgeKnowledge– SkillsSkills– AbilitiesAbilities– OtherOther
EliminateEliminate attributes that will be learned on attributes that will be learned on the jobthe job
What Are “KSAs”?What Are “KSAs”?
KnowledgeKnowledge
SkillSkill
AbilitiesAbilities
Types of AbilitiesTypes of Abilities
CognitiveCognitive– Verbal comprehension, numerical aptitude, Verbal comprehension, numerical aptitude,
memory, perceptual speedmemory, perceptual speed
PsychomotorPsychomotor– Manual dexterity, reaction time, aimingManual dexterity, reaction time, aiming
PhysicalPhysical– Strength, coordination, balance, staminaStrength, coordination, balance, stamina
Sensory/PerceptualSensory/Perceptual
Identifying KSAsIdentifying KSAs
Ask Subject Matter Experts:Ask Subject Matter Experts:– Describe characteristics of good & poor Describe characteristics of good & poor
performersperformers– Think of a person who does <task> better Think of a person who does <task> better
than anyone else. Why do they do it so well?than anyone else. Why do they do it so well?– What does a person need to know or be able What does a person need to know or be able
to do in order to perform <task> well?to do in order to perform <task> well?
Use your own judgementUse your own judgement
V: Identify Performance AttributesV: Identify Performance Attributes
For each For each importantimportant job duty: job duty:– KnowledgeKnowledge– SkillsSkills– AbilitiesAbilities– OtherOther
EliminateEliminate attributes that will be learned on attributes that will be learned on the jobthe job
VI: Identify “Risk Factors”VI: Identify “Risk Factors”
Non task-specific factors that affect Non task-specific factors that affect successsuccess– Retention (turnover)Retention (turnover)– Problem BehaviorProblem Behavior
VII: Identify “Fit Factors”VII: Identify “Fit Factors”
Organization/Cultural factors Organization/Cultural factors that affect successthat affect success
Identifying Fit FactorsIdentifying Fit Factors
How would you describe the company’s How would you describe the company’s way of doing things [culture]? What does way of doing things [culture]? What does it value?it value?What kind of person would enjoy working What kind of person would enjoy working here? What kind of person wouldn’t fit?here? What kind of person wouldn’t fit?What do managers expect from workers? What do managers expect from workers? What do workers expect from each other?What do workers expect from each other?Observation also criticalObservation also critical
Summary: Identifying AttributesSummary: Identifying Attributes
Job Analysis
OrganizationAnalysis
Task/OutcomeCharacteristics
Fit Factors
Risk Factors
KnowledgeSkills
Abilities
“Other” Attributes
VIII/IX: Rate Attribute VIII/IX: Rate Attribute ImportanceImportance
Rate importance of attributes, and identify Rate importance of attributes, and identify those that are critical (similar to Stage III)those that are critical (similar to Stage III)Explicitly link each attribute to a critical Explicitly link each attribute to a critical task or outcometask or outcomeCheck for ADA complianceCheck for ADA complianceLimit to about 6Limit to about 6
Rating KSAOs (Attributes)Rating KSAOs (Attributes)
Summary of Necessary Employee Attributes
Position: Finisher
Department: Production
Attribute Rating Link to Task or Other RationaleAttention to detail 4.6 Required for all critical tasksSafety orientation 4.3 Work takes place in dangerous work environmentAbility to read and to learn 4.2 Must be able to read job documentation for setup; also most
entry-level employees receive intensive training to do the work.Manual dexterity 4.1 5b, 2b, 2d, 4b, 1bDependability of attendance 3.5 Work assignments are made at beginning of shift; late or absent
employees require re-adjustment of production schedule
Rating KSAOs (Attributes)Rating KSAOs (Attributes)
The O*Net ApproachThe O*Net Approach
See See http://online.onetcenter.org/ for online for online version of Department of Labor’s version of Department of Labor’s competency approach to analyzing jobscompetency approach to analyzing jobs
Job Analysis SummaryJob Analysis Summary
Understand work of organizationUnderstand work of organizationIdentify/List/Rate TasksIdentify/List/Rate TasksIdentify Risk and Fit FactorsIdentify Risk and Fit FactorsIdentify CRITICAL worker attributesIdentify CRITICAL worker attributes– KSAOs for job performanceKSAOs for job performance– KSAOs for Risk Factors, Fit FactorsKSAOs for Risk Factors, Fit Factors
Later in course, we’ll develop a hiring Later in course, we’ll develop a hiring system based on thesesystem based on these
Job AnalysisJob Analysis
Project InformationProject Information
Collecting Job DataCollecting Job Data
Archival SourcesArchival SourcesObservationObservationInterviewsInterviewsQuestionnairesQuestionnairesDoing Job YourselfDoing Job YourselfHybrid ApproachesHybrid Approaches
A Hybrid ApproachA Hybrid Approach
Initial ObservationInitial ObservationInterview with supervisorInterview with supervisorDevelop checklist/interview/surveyDevelop checklist/interview/surveyInterview ~3-4 incumbentsInterview ~3-4 incumbentsObserve againObserve againVerify with supervisor Verify with supervisor
Elements of a Job DescriptionElements of a Job Description
TitleTitleJob Summary Job Summary Listing/description of key tasksListing/description of key tasks– (Possibly organized by major duties)(Possibly organized by major duties)– Performs what action?Performs what action? (action verb) (action verb)– To whom or what?To whom or what? (object of verb) (object of verb)– Using what?Using what? (tools, procedures) (tools, procedures)– To produce whatTo produce what??
Sample Job Description
Job Title: Automobile Salesperson
Summary:
Introduces, sells and delivers new and used automobiles to retail customers. Follow-up, building clientrelationships, and accumulating references are also essential to the job.
Essential Tasks and Duties:
Assessing Customer Needs Probes customer for specific attributes they are looking for in a car Listens for key attributes that can be matched with any of the products sold
Presenting Information Completes product knowledge training Presents customers with one or more choices to find the right match Describes key features and conducts demonstrations of selected automobile Assesses competition and describes advantages of own models
Closing the Sale Listens for key words or phrases that indicate customer is thinking about buying the car Acts as go-between for managers and customer to negotiate sale Completes paperwork after sale and gives to the car biller Orders and puts on state license plates
Customer Relations Communicates by phone with customer to follow-up on sales and service satisfaction Follows up and corresponds with customers through thank-you letters