I.O - Job Analysis Flashcards
Job Analysis
-Job performance
-Conditions for performance
-personal requirements
*Can be either work-oriented or worker-oriented
Work-oriented job analysis
-tasks that must be accomplished
*Task analysis
Worker-oriented job analysis
-knowledge, skill and abilities and other characteristics (KSAO) to accomplish tasks.
Positive Analysis Questionnaire (PAQ)
Addresses work activity:
1.Information input
2.mental processes
3. work out put
4. relationship
5. job context
Job Evaluation
-Facilitates decision related to compensation
-Establishes comparable worth
*First start with a job analysis
Relative vs. Absolute rating scales
*subjective
Relative
-evaluate employee by comparing to other employees
Absolute
-evaluate employee with out considering other employees.
Paired Comparison Technique
*Relative rating scale (compare)
-rating in pairs in each dimension of job performance
*PRO: gets rid of central tendency, leniency and strictness biases.
*CON: time consuming
Forced Distribution Technique
*Relative rating scale (compare)
-provide % to employees performance categories for each dimension of job performance.
*rater asked to put 10% of employees in “poor performance”, 20% in “below average,” 40% in “average,” etc.
*PRO: get rid of central tendency, leniency and strictness rater biases.
*CON: can provide inaccurate information if all employees are performing well.
Critical Incident Technique (CIT)
*Absolute rating scale (no comparison)
-identifies employees behavior that are associated with “exceptionally poor or good” performance.
*Uses number of critical incidents to evaluate performance.
*PRO: useful info for employee feedback
*CONS: time consuming, focuses on extreme behavior not typical, and job specific
Graphic Rating Scale (GRS)
*Absolute rating scale (no comparison)
-several performance dimensions
-uses likert scale
PRO: easy to construct
CON: prone to rater bias
Behavioral Anchored Rating Scale (BARS)
*Absolute rating scale (no comparison)
-type of GRS
-each point on scale is “anchored” by a specific behavior
-Uses job incumbents, supervisor and subject experts to develop the scale.
*PRO: reduces rater biases
*CON: Time consuming and job specific
Ultimate vs. Actual Performance Measures
Ultimate Criterion
- ideal measure
-assess all important contribution to job performance
Actual Criterion
-what a measure actually measures
Criterion Deficiency
-Aspects of performance not assessed by criterion.
Criterion Contamination
-When measure is affected by factors unrelated to job performance. (gender, race, identities)
*deficiency & contamination explain gap between ultimate and actual criterion.
Distribution error (rater biase)
- Central tendency bias (all employees)
- Leniency or strictness bias (all employees)
Halo error
*one employee
*one dimension of performance effects the rater’s rating of the employee on all other dimensions.
*can be either positive or negative
Contrast error
-rater’s rating of employee are affected by performance of a previously evaluated employee.
Similarity bias
-higher rating to ratee’s they view as similar to themselves.
How to reduce rater bias
- use relative rating scales (comparing)
- use of anchor points of rating scales
- frame of reference training
Frame - of - reference training
*Training for raters to help minimize rater bias
-understand multiple dimensions of job performance
- understand what is successful vs. unsuccessful performance
the process of identifying core competencies begins with specifying:
the organization’s primary values, goals, and strategies.
Competency Modeling
A. Focuses core competencies (attributes) that are required to successfully perform all jobs.
B. Competencies linked to organization values and strategies.
C. Professional integrity
D. Staying current with technology advances
Function:
-identify appropriate job selection and performance measures
-determining content of training program
- identify future job requirements
Ultimate criterion
-Ideal measure
-assesses all important contributors to job performance
Actual Criterion
What a measure actually measures.
