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Industrial psych > Week 4 - Jobs > Flashcards

Week 4 - Jobs Flashcards

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1
Q

define job anaylsis

A

A systematic process of identifying the component tasks, responsibilities, and outcomes of jobs, and the knowledge skills and abilities required to perform it successfully.

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2
Q

what are the 5 step cycle of job anaylsis

A 
job anyalsis 
recruiment
selection
development
performance apprasial
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3
Q

what is the first step to conduct a job analysis

A

step 1: identify tasks performed
step 2: write task statements
step 3: determine essential KSAOs

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4
Q

what is KSAOs

A

Knowledge
Skill
ABility
Other Characterstic

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5
Q

describe Knowledge (KSAOs)

A

A body of information needed to perform a task

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6
Q

describe Skill (KSAOs)

A

The proficiency to perform a certain task

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7
Q

describe Ability (KSAOs)

A

A basic capacity for performing a wide range if different tasks, acquiring a knowledge, or developing a skill

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8
Q

describe Other charactersitcs (KSAOs)

A

Personal factors such as personality, willingness, interest, and motivation and such tangible factors as licenses, degrees, and years of experience

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9
Q

What are some reasons for jbo analysis

A
  • New position needs to be created.
  • Old job has become unproductive.
  • Better define the role of the employee.
  • Management demand for revision.
  • To develop nondiscriminatory standards – meeting EEO obligations.
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10
Q

why describe jobs?

A
  • helps determine criteria
  • helps recruiters determine suitable applicants
    avoid:
  • conflict
  • ambiguity
  • overload
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11
Q

7 reasons of usefulness of job analysis in selection

A
  1. Content and Synthetic Validity
  2. Writing Job Descriptions
  3. Choosing Selection Tests
  4. Basis for a Structured Interview
  5. Classification of General Recruits
  6. Expanding the Potential Applicant Pool
  7. Defending Selection Methods and Decisions.
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12
Q

what are the two types of validation

A
  • content

- synthetic

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13
Q

what is the basis for a structured interview

A
  • Structured interviews based on JA are more valid and reliable
  • Interviewer can concentrate on KSAOs rather than a personal impression
  • gives better results
  • restricts potential discrimination claims
  • JA helps match employees with tasks suited to their KSAOs.
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14
Q

what are the benefits of basing selection on JA

A
  • expand the pool of potential applicants

- defenf selection methods and criteria

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15
Q

what is the position analyis questionnaire

A
  • 195 items – 187 are work activates and situations.
  • Six sections
    1- Information input
    2- Mental processes
    3- Work output
    4- Relationships with other persons
    5- Job context
    6- Other job characteristics
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16
Q

what is criticla incident technique

A

Critical incident: event that actually happens in performing the job.

  • “Critical” because success or failure is the difference between effective and ineffective performance.
  • Job “experts”, e.g., incumbents, supervisors used to develop critical incidents
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17
Q

what is the position analyis questionnaire 2

A 
Six types of scales:
1- Extent of use
2- Importance to the job
3- Amount of time
4- Possibility of occurrence
5- Applicability
6- Special Code
- Administered by trained analyst
- Computer scored.
- Scores link with DAT cut-offs
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18
Q

what should good critical incidents be?

A

Good critical incidents should:

  • Be specific
  • Focus on observable behaviours
  • Describe context
  • Indicate consequences of behaviour.
  • Sort incidents by “theme”
  • Label each theme.
  • Drop critical incidents with low agreement as to which theme it belongs to.
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19
Q

what are task Analysis and Comprehensive Occupational Data Analysis Programs

A
  • Descriptive of tasks performed
  • Importance and/or frequency of tasks is rated.
  • Create task inventory for similar jobs on the basis of one job, where jobs are rated on importance and frequency of the tasks.
  • CODAPs: computer programs designed to analyse and report on the result of task analysis inventories.
20
Q

what are mental workload assessments

A
  • Mental resources available to the person vs. mental workload demanded by the situation.
  • Methods
    1- Primary task method
    2- Secondary task method
    3- Subjective ratings
    4- Physiological
21
Q

what is competency profiling

A

Identifying the competencies required…

  • In an organisation
  • For a specific job
  • For a task within a job
  • Of a specific employee
22
Q

define competencies

A

behaviours needed to be able to carry out a specific task successfully.

23
Q

what are techqniues to competency profiling

A
  • Psychometric testing
  • Assessment centres
  • Employee interviews/focus groups
  • Competencies should be described
24
Q

what is functional job analysis

A
  • Tasks are the fundamental units of work
  • Task = actions (verbs) + outcome
  • Actions are in relation to:
    1- Data (information and ideas)
    2- People (clients, customers, co-workers)
    3- Things (machines, equipment)
25
Q

define Performance Appraisal/ Review

A
  • Identifies, evaluates and develops employee performance to meet employee and organisational goals
  • Happens every day
26
Q

define performance management

A
  • Set expectations, performance measures and feedback processes
  • A plan to maintain and develop performance improvement and behavioural change
27
Q

what are the 3 components of performance managment

A

1- Definition of performance
2- Actual measurement process
3- Communication between supervisor & subordinate about individual behavior & organ. expectations

28
Q

reviewing peformance involves what 2 processes

A

1- observation

2- judgment

29
Q

what do performance management systems emphasise negativley

A
  • ratings systems
  • sources of error
  • problems of the reliability in performance observations and measurement
30
Q

what is the purpose of performance management systems

A
  • Basis for employment decisions
  • Provide an opportunity to review performance
  • Criteria in HR Research (i.e., test validation)
  • Serve as predictors (e.g., when used to make promotional decisions)
  • When behavioural - objectives for training programs
  • Identification of good/poor performers and group level training needs
31
Q

what are the three steps of the performance managment cycle ?

A

1- define and understand the job requirements and performance standards.
2- review performance by comparing the actual performance to the standards that were set (usually involving a rating form).
3- one or more feedback sessions where the performance and progress is discussed and plans are made for any development that is required.

32
Q

how to enhance employee acceptance

A
  • performance was evaluated frequently
  • they felt their supervisors were familiar with their work performance
  • felt they had an opportunity to express their own feelings during the interview
  • new performance goals, based on the review, were set in the interview.
33
Q

1st step of performance cycle

A

Planning - Start Year

  • Agreed performance targets
  • Agreed development plan
  • Agreed review times
  • Shared understanding of action plan
  • Shared understanding of higher level strategies and plans
34
Q

2nd step of performance cycle

A

Monitoring - during year

  • Interim Reviews
  • Coaching
  • Regular Feedback
  • Facilitating Learning
  • Performance Improvement
35
Q

3rd step of performance cycle

A

Review - end of year

  • Self Assessment
  • Formal Review and Feedback
  • Identification of Training Needs
  • Identification of Performance Improvement Actions
  • Reward and Recognition
  • Discussion of Aspirations & Opportunities
36
Q

what are objective performance measures

A

directly define the goals of the organisation

37
Q

what are subjective performance measures

A

depend upon human judgement and should be based on a careful analysis of the performance and behaviours critical to effective performance.

  • relative rating system
  • absloute rating system
38
Q

define performance rating

A

Structural characteristics of performance rating scale

  • Extent to which duty/characteristic being rated is behaviorally defined
  • Extent to which meaning of response categories is defined
  • Degree that person interpreting ratings can understand response that rater intended
39
Q

3 types of performance rating

A 
1- Trait ratings – a warning
2- Task-based ratings
Effectiveness of employee 
in accomplishing duties
Most easily defended in court
3- Critical incidents method
Examples of critical behaviors that influence performance
40
Q

what is the most common type of rating formats

A
  • graphic rating scales
  • graphically displays performance scores running from high to low
  • often consists of criteria and standards
41
Q

what are three types of rating formats

A

1- Checklist
- List of behaviors presented to rater who places a check next to items that best (or least) describe the ratee
2- Weighted checklist
Included items have assigned values or weights
3- Forced-Choice Format
Requires the rater to choose two statements out of four that could describe the ratee

42
Q

what is behaviourally anchored rating scales (BARS)

A

Rating format that includes behavioral anchors describing what worker has done, or might be expected to do, in a particular duty area

43
Q

what is employee comparison methods

A

1- Involve direct comparison of person with another
2- Simple ranking
- Employees ranked from top to bottom according to assessed proficiency – or banded.
3- Paired comparison
- Each employee in a group is compared with each other individual in the group

44
Q

why is employee comparison methods useful?

A

1- Useful in making layoff or downsizing decisions

2- Feedback is difficult because there is no clear standard of performance

3- Difficulty in comparing individuals in different groups

45
Q

who are the raters

A
  • Manager/supervisor
  • Peers
  • Customers
  • Self-rating
  • Objective – e.g. sales

Industrial psych (11 decks)

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