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Understanding Job Performance

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.

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Understanding Job Performance

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  1. Understanding Job Performance Job Analysis

  2. What is “Job Performance”?

  3. Job Analysis • Systematic process of collecting info. about purpose & tasks/outcomes • Used to develop: • job descriptions • performance attributes/competencies/KSAOs • performance measures

  4. I:Understanding Performance • What are the purposes of this organization? • What are the purposes of this unit? • What are the purposes of this job? • How certain am I that the job will remain the same over a typical job tenure?

  5. Certainty Continuum • Predictable, stable, standardized, stable, routinized • Unpredictable, changing, flexible, personalized, team/ project-based Certainty Uncertainty

  6. II: Identifying Important Job Tasks or Outcomes • Certainty-based: task-based job analysis • What are the most important tasks? • Uncertainty-based: uncertainty-based job analysis • What are the most critical outcomes? • If possible, organize related tasks into smaller set of categories

  7. III/IV. Listing & Rating Tasks

  8. Listing & Rating Tasks

  9. III/IV: Rating Job Tasks • Rate importance of tasks • How frequently is the task done? • How difficult is the task to learn or do? • How critical are the consequences of doing the task wrong? • Select only critical tasks for final list

  10. V: Identify Performance Attributes • For each important job duty: • Knowledge • Skills • Abilities • Other • Eliminate attributes that will be learned on the job

  11. What Are “KSAs”? • Knowledge • Skill • Abilities

  12. Types of Abilities • Cognitive • Verbal comprehension, numerical aptitude, memory, perceptual speed • Psychomotor • Manual dexterity, reaction time, aiming • Physical • Strength, coordination, balance, stamina • Sensory/Perceptual

  13. Identifying KSAs • Ask Subject Matter Experts: • Describe characteristics of good & poor performers • Think of a person who does <task> better than anyone else. Why do they do it so well? • What does a person need to know or be able to do in order to perform <task> well? • Use your own judgement

  14. V: Identify Performance Attributes • For each important job duty: • Knowledge • Skills • Abilities • Other • Eliminate attributes that will be learned on the job

  15. VI: Identify “Risk Factors” • Non task-specific factors that affect success • Retention (turnover) • Problem Behavior

  16. VII: Identify “Fit Factors” Organization/Cultural factors that affect success

  17. Identifying Fit Factors • How would you describe the company’s way of doing things [culture]? What does it value? • What kind of person would enjoy working here? What kind of person wouldn’t fit? • What do managers expect from workers? What do workers expect from each other? • Observation also critical

  18. Summary: Identifying Attributes Job Analysis Task/Outcome Characteristics Knowledge Skills Abilities Fit Factors “Other” Attributes Organization Analysis Risk Factors

  19. VIII/IX: Rate Attribute Importance • Rate importance of attributes, and identify those that are critical (similar to Stage III) • Explicitly link each attribute to a critical task or outcome • Check for ADA compliance • Limit to about 6

  20. Rating KSAOs (Attributes)

  21. Rating KSAOs (Attributes)

  22. The O*Net Approach • See http://online.onetcenter.org/ for online version of Department of Labor’s competency approach to analyzing jobs

  23. Job Analysis Summary • Understand work of organization • Identify/List/Rate Tasks • Identify Risk and Fit Factors • Identify CRITICAL worker attributes • KSAOs for job performance • KSAOs for Risk Factors, Fit Factors • Later in course, we’ll develop a hiring system based on these

  24. Job Analysis Project Information

  25. Collecting Job Data • Archival Sources • Observation • Interviews • Questionnaires • Doing Job Yourself • Hybrid Approaches

  26. A Hybrid Approach • Initial Observation • Interview with supervisor • Develop checklist/interview/survey • Interview ~3-4 incumbents • Observe again • Verify with supervisor

  27. Elements of a Job Description • Title • Job Summary • Listing/description of key tasks • (Possibly organized by major duties) • Performs what action? (action verb) • To whom or what? (object of verb) • Using what? (tools, procedures) • To produce what?

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